Planning excellence

Integrated planning and forecasting process, connecting operations with finance.

Performance analysis and reporting

What we do

  • Variance analysis that reaches the operational driver rather than stopping at the account
  • Margin, mix and profitability analysis by product, customer, channel or entity
  • Cash flow forecasting and working capital analysis, including thirteen-week cash where that is what is needed
  • Forecast accuracy tracking, so that the quality of the last forecast improves the next one
  • Management dashboards that answer the recurring questions without a new request each month

Outcome

Explanations available in hours rather than days, and a forecast that the business argues with instead of ignoring.

Financial Modelling

What we do

  • Three-statement models that tie, with profit and loss, balance sheet and cash flow linked and the circularity handled properly
  • Scenario and sensitivity models, showing what happens to cash and to covenants if volume drops, if a price holds, or if an acquisition slips a quarter
  • Business case and investment models for capital expenditure, new markets and new product lines
  • Acquisition and buy-and-build models covering funding structure, debt schedule, covenant headroom and the consolidated group view
  • Rebuilding inherited models that nobody trusts any more, with the assumptions separated from the calculations and documented

Outcome

A model your board can interrogate and your CFO can defend, in which changing one assumption does not require a specialist.

The problems we solve

  • A planning tool was bought, configured and launched, and the real numbers are still agreed in a spreadsheet beforehand.
  • The forecast is updated because the calendar says so, rather than because a decision depends on it.
  • Your best analyst spends most of the month maintaining files instead of explaining the business.
  • Every reforecast begins by rebuilding last month's actuals, because the actuals and the plan do not share a structure.

What you actually receive

  • A driver model that your operational managers recognise, because they helped to define it
  • A working forecast in your own environment, running on your own actuals
  • A planning calendar with owners, inputs and review points
  • Documented assumptions, kept separate from the calculations
  • Trained users, and a next cycle run by your team with us in the room but not at the keyboard

Excel, or a planning tool?

Excel is not the problem. Excel doing the job of a database is the problem.

You have probably outgrown the spreadsheet when several people need to plan at the same time, when you need to keep multiple versions and compare them honestly, when the plan has to reconcile automatically to actuals, or when a scenario takes a day to produce instead of an hour.

You probably have not outgrown it when the real issue is that nobody has agreed what the drivers are, because a planning tool will not create that agreement and will only make the disagreement more expensive. That work comes first, and it is work we can do with you in a few weeks.

Supporting the Finance Shift

The right expertise at the right time.

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