Built for the
Office of the CFO.

Cash lives in five bank portals and a spreadsheet. The real position is assembled by hand, days old by the time it's read, and the lender call still gets answered from memory.

One liquidity picture, current and trusted. Credit conversations happen on your timeline with your numbers, and the surprise low point stops being a surprise.

The deal team moves fast and finance is dragged behind it: diligence requests land at midnight, the model forks, and integration starts with nobody owning the numbers.

Finance keeps pace with the deal. One model, one data room rhythm, and a first hundred days where reporting works from the start.

The sponsor expects monthly reporting at a standard the function has never produced, and every board cycle exposes the gap again.

The cadence the sponsor expects, installed and running: close, pack, KPIs, and a management team that walks into the board meeting already knowing the answers.

The budget is out of date by March, and the monthly review argues about whose number is right instead of what to do next.

A driver-based plan leadership actually steers by, refreshed on a rhythm, with one agreed number walking into every meeting.

There is no FP&A function, or there's one person drowning in it. Planning is an annual scramble and analysis happens only when someone important asks.

A working planning function: the model, the calendar, the meeting rhythm, and a team that runs it without you pushing every cycle.

The forecast is directional at best. Everyone knows it, so it drives nothing, and the real decisions get made on instinct.

A forecast leadership treats as a commitment: driver-based, refreshed monthly, and accurate enough to move hiring, spend, and capital timing.

Forty metrics in the pack, none with an owner. The dashboard reports what happened; it can't say what to do next.

A short list that runs the operating cadence: each KPI has an owner, a threshold, and a next action when it breaks.

Reporting exists because two analysts spend the first week of every month copy-pasting. When one of them leaves, the pack breaks.

The pipeline does the assembling. Reporting lands on schedule from governed data, and your analysts spend their week on analysis.

Cash arrives late, and ask where it stalls — quoting, invoicing, disputes, collections — and you get a different answer from every person you ask.

The order-to-cash path mapped with data: where days hide, which customers and process steps hold cash, and what to fix first.

The cash forecast is a month old, so the team stops trusting it and works from their own numbers. The low point shows up in the bank balance before it shows up in a meeting.

A rolling 13-week view refreshed weekly, low point flagged weeks in advance, scenarios ready when the board asks what if.

DSO gets reported every month and moves nowhere, because reporting a number and working a number are different jobs.

Cash released from the balance sheet: terms, disputes, billing timing, and inventory levers worked to a target, with the trend proving it.

Every morning someone downloads bank files and keys them into the ledger. It's slow, it breaks on vacation weeks, and errors surface at reconciliation.

Bank to ledger runs itself, daily, with exceptions flagged to a person instead of a person doing all of it.

Margin is eroding and the explanations pile up: price, mix, freight, labor. All of them get named in the meeting; none of them are quantified.

The margin bridge, quantified. Which lines move, who owns each action, and a monthly rhythm that shows the recovery happening.

Growth keeps consuming cash and the answer is always another draw on the revolver, because the balance sheet has never been worked as a source.

Cash funded from inside: receivables, payables, and inventory each carrying a target, before dilution or debt enters the conversation.

The transformation deck is eighteen months old and the org chart is the only thing that changed. Finance was told about it, not part of it.

An operating model built around what the business needs to do well, with finance carrying the numbers that keep the change honest.

Cash is tight, the lender is asking harder questions, and every meeting spends its first half debating which numbers are real.

A stabilized cash position, a 13-week view stakeholders trust, and credibility recovered fast enough for the plan to get its chance.

The big calls — pricing, capacity, capital, the deal — get made with conviction but without the analysis that should be underneath them.

Decision support that shows up before the decision: scenarios, sensitivities, and a clear view of what each path does to value.

Diligence is a fire drill run on top of everyone's day job, and the scary version is finding the surprise after the price is set.

A diligence process that runs on a clock: requests anticipated, quality of earnings understood, surprises found while they're still negotiable.

The carve-out's numbers are tangled in the parent's: shared systems, allocated costs, and no clean view of what the business actually earns.

Stand-alone financials a buyer and a lender can underwrite: clean history, defensible adjustments, day-one reporting that works.

Six months after close there are still two ERPs, two charts of accounts, and a consolidation still living in a spreadsheet.

One ledger, one chart, one reporting rhythm, on the integration timeline the deal model assumed.

Every sponsor request becomes a custom project, and the first year post-close is spent inventing reporting instead of running the business.

The reporting the sponsor expects, standing from month one, so the questions get answered by the pack instead of by fire drill.

Every vendor demo promises transformation, the team is skeptical from the last failed rollout, and the selection process has no trusted referee.

A stack decision made from your requirements instead of a sales deck, with an implementation path the team actually believes.

The ERP, the CRM, and the billing system each tell a different story, and finance referees the disagreement every single month.

One governed flow feeding every report. The number negotiation ends, because everyone starts from the same source.

Data breaks silently and gets discovered at close, when it's expensive: a feed stopped, a mapping changed, a number quietly drifted.

Breaks caught the day they happen, flagged to an owner, fixed before they ever reach a board pack.

Reporting is a monthly manufacturing process: export, clean, paste, format, distribute. It's obsolete the day after it ships.

Reporting that refreshes itself from live data, in tools you already own, current whenever leadership opens it.