Planning, forecasting, and the reporting infrastructure behind them, enabling a data-forward future state for the function.
The Work
The planning function stood up or rebuilt: models, cadence, and the team structure to run it.
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.
Design, review, and build support for budgets and forecasts leadership actually trusts.
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.
The short list of metrics that drive the business, each with an owner and a threshold.
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.
The process and plumbing behind the KPIs, so reporting lands on time without heroics.
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.
How It Starts
We walk the current state with your team: what's real, what's risk, what moves first.
Named outcomes on a timeline in weeks. You see the shape of the work before you commit.
We build inside your systems and run the cadence with leadership from week one.
Tell us where you sit and what's in front of you.