FP&A CONSULTING

KPI reporting built around the questions management actually asks.

A reporting view with forty metrics is often a spreadsheet wearing nicer clothes. The useful version connects operating drivers to financial performance and makes changes visible early enough to matter.

WHERE I CAN HELP

Management reporting without the scavenger hunt

I help CFOs and finance teams define KPIs, connect operational and financial measures, design management reporting and build rhythms that make performance easier to interpret.

KPI definitions

Create consistent definitions so departments stop reporting different versions of the same metric.

Executive reporting

Put the measures leadership actually uses in one coherent view.

Revenue & margin

Connect commercial performance to the financial outcomes it produces.

Headcount metrics

Make one of the largest cost drivers easier to understand and forecast.

Cash & working capital

Keep liquidity signals close to the operating decisions affecting them.

Trends & commentary

Show what changed, why it matters and where management should look next.

HOW I THINK ABOUT IT

The metric is only useful if someone knows what to do with it.

The work starts with the decisions management is trying to make. From there we identify the measures that actually change those decisions and remove the ones surviving mostly because they were already on last month’s deck.

The reporting should shorten the conversation.

When leadership has too many reports or KPI definitions change by department, the reporting system is creating work instead of clarity.

Explore management reporting →Explore FP&A systems →Work with Sarah →