SERVICES
Finance should help management see the decision sooner.
I work with CFOs and growing finance teams across FP&A and accounting—strengthening the numbers underneath the decision and making the finance function easier to use.
TWO SIDES OF THE FINANCE FUNCTION
Start with the question Finance is having trouble answering.
Some problems start with the outlook: forecasts that move too slowly, scenarios that are hard to trust, reporting that explains the past but not the decision ahead. Others start underneath it: a close that drags, reconciliations that create noise, or actuals management does not fully trust. The right starting point depends on which problem is getting in the way.
FP&A
Forecasting · scenarios · reporting · cash visibility
Accounting
Close · reporting · cleanup · reliable actuals
FP&A support for the decisions that keep moving.
Forecasting & Planning
Build a forecast management can use, update and explain as the business changes.
Scenario Modeling
Make the tradeoffs visible before the business has to commit to one path.
Management Reporting
Turn actuals, variances and operating drivers into a clearer management conversation.
WHERE TO START
Good FP&A is less about producing more finance.
Curiosity before certaintyUnderstand what changed before deciding who or what is responsible.
Judgment over false precisionThe right level of accuracy depends on the decision the number needs to support.
Clarity is an operating advantageBad news, changing assumptions and weak signals need to travel quickly enough to matter.
If the finance problem is hard to frame, that is usually a useful place to begin.
Tell me what management is trying to understand and where the current process is getting in the way.