Reporting arrives late or changes after the meeting.
Manual work, unclear ownership and weak data lineage turn every cycle into a reconciliation exercise.
01 / Finance & FP&A
Close faster. Trust the number. Use it to run.
A finance function that produces timely facts, explains performance and gives the business a clear next action.
We diagnose why reporting is slow or unreliable, simplify the close, connect the underlying data and build management reporting that people can actually use. Then we govern the routine and train the team so the improvement holds.
Discuss this offerWhen this matters
The symptoms are visible.
The cause usually crosses functions.
Leadership sees totals, not the drivers.
The pack records what happened but does not connect commercial and operational evidence to the result.
The close holds up decisions and revenue capture.
Dependencies are managed through chasing rather than a governed sequence with visible exceptions.
What we do
Build the answer into the way work moves.
Scope follows the question. These workstreams show the practical range, not a mandatory sequence or a technology programme.
Close and reporting diagnostic
Map the calendar, dependencies, evidence, ownership and recurring failure points. Separate genuine constraints from inherited habit.
Automated management reporting
Create a governed reporting layer, reusable calculations and a concise pack built around decisions rather than data volume.
FP&A and driver models
Connect revenue, cost, working capital and operating assumptions so forecasts explain what must change, not only where the year may land.
Finance operating rhythm
Put owners, cut-offs, review points and action tracking around the process, then train the team to run it without dependency on us.
What you leave with
Useful on the next working day.
Every output is designed to survive contact with the operation: traceable evidence, clear owners and an agreed routine for use.
- 01Close and reporting cause map
- 02Governed management pack and metric definitions
- 03Driver-based planning or forecast model
- 04Finance playbook, action rhythm and team training
Choose the right depth
Start focused. Stay through implementation if the value is there.
Opportunity Brief
Frame the question, locate the evidence and identify the first decisions worth testing.
Answer build
Create the analysis, model, process, workflow or management view needed to act.
Delivery support
Work alongside owners until actions, controls and management routines are operating.
Capability transfer
Equip users and leaders to maintain, challenge and improve the answer themselves.
Questions this work answers
Bring the question behind the numbers.
- What is genuinely delaying the close?
- Which version of the number can leadership defend?
- What explains the movement, not just the variance?
- Which finance tasks create decisions and which create noise?