FP&A CONSULTING

Variance analysis that explains what changed before the meeting turns into archaeology.

A budget-to-actual report can tell you where the numbers moved. Useful variance analysis tells management why they moved, whether the change is temporary, and what it means for the forecast.

WHERE I CAN HELP

Turn the miss into an explanation

I help CFOs and finance teams build a repeatable variance analysis process across revenue, headcount, operating expenses, margin and cash.

Budget vs. actual

Separate material operating changes from noise and timing.

Forecast vs. actual

See which assumptions changed and whether the miss should alter the outlook.

Driver bridges

Connect the movement in results to the business drivers management recognizes.

Materiality thresholds

Spend analytical time where the change can actually affect a decision.

Variance commentary

Make the explanation useful without writing a novella under every line.

Reforecast handoff

Carry what Finance learned from actuals directly into the next forecast.

HOW I THINK ABOUT IT

Where variance analysis usually breaks.

Finance can spend days explaining every line while the important change is hiding in three assumptions. I focus the analysis on material drivers, separate timing from structural changes, and connect the explanation back to the outlook.

A miss should leave Finance knowing more than it did before.

If the monthly pack reports variances but does not explain them, the analysis is only halfway done.

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