Particularly relevant when
- Reporting comes too late, is inconsistent or not decision-ready
- Numbers from multiple entities don't flow together cleanly
- Operational steering and finance contradict each other
- Owners or investors require more transparency
- After M&A, structures, accounting logic and reporting need to be harmonised
Engagement focus
- Steering logic and KPI set along the business logic
- Reporting architecture, data sources and consistency
- Finance operating model and accountability
- Connecting Finance · Operations · IT systems
- CFO-level advisory on structural topics and transformation
Approach
From "numbers exist" to "the executive can decide".
01
Status intake
Reporting flow, data sources, accountability and steering rhythm are captured factually.
02
Steering logic
Which figures must be decision-ready — and at what frequency, for whom?
03
Architecture
Reporting architecture, KPI definitions and data flows are set up consistently.
04
Anchoring
Handover into line and tools — including steering rhythm with executive and CFO.
What you receive as outcome
- Executive-grade reporting with traceable definitions
- Robust steering logic across entities
- Transparency that holds investor and board expectations
- Decisions made faster and on better basis
What it deliberately is not
- A generic KPI glossary without business context
- A BI-tool pitch dressed as advisory
- Pure bookkeeping or audit work
- Reporting nobody reads and nobody decides on