Finance
MI, forecasting, decision support
For leadership teams that decide first — and reconcile the numbers after the fact.
Trigger situations
- 01Management packs arrive after the month can still be influenced.
- 02Forecast and actuals disagree without a shared explanation trail.
- 03Board or lender packs are rebuilt from scratch every cycle.
- 04Commercial decisions proceed without a common number set.
Questions the engagement answers
- Which few indicators should leadership watch weekly?
- How should forecast scenarios be structured and owned?
- What belongs in the management pack — and what does not?
- How do finance and operators share one version of events?
Related diagnostic symptoms
- MI arrives too late to change the month
- Forecast and actuals tell different stories
- Decisions proceed without a shared number set
First 30-day sequence
- Days 1–10Inventory current MI, forecast method, and decision forums that need numbers.
- Days 11–20Draft KPI tree and pack structure; pressure-test with finance and operators.
- Days 21–30Illustrative pack: KPI tree, forecast structure, leadership MI outline.
Illustrative
Example deliverables
- KPI tree for the mandate
- Forecast pack structure (scenarios)
- Leadership / board MI outline
- Definition glossary for shared terms
Client inputs required
- Current management pack samples (redacted)
- Forecast process owner and calendar
- List of decisions that need numbers
- Chart of accounts / segment logic at high level
Explicitly out of scope
- Statutory audit or tax advice
- Regulated investment recommendations
- Full systems implementation (ERP / BI build)
- Guaranteed margin, cash, or valuation outcomes