FP&A Diagnostic & Roadmap
We run a structured diagnostic across your entire finance function — and deliver a prioritized roadmap that tells you exactly what to fix, in what order, and why. Most clients are in execution within three weeks.
Growth adds structural complexity. Finance functions that weren't redesigned to match it become a liability.
Reporting that lags the business
Consolidation across entities, markets, and business units takes weeks. By the time the numbers are ready, the decisions have already been made — without them. The board gets history, not intelligence.
A function built for a previous version of the business
The team is capable. But its chart of accounts, reporting structure, and processes were shaped by a business that looked different two or three years ago. The function has been extended — not redesigned. That gap has a cost, and it compounds.
No shared definition of performance
Finance, commercial, and operations each work from a different version of the numbers. Reconciliation consumes more time than analysis — and the version that ends up in front of investors is the one nobody fully trusts.
Improvement initiatives that lose momentum
The need to evolve the finance function is clear. The order in which to do it isn't. Without a structured diagnostic and clear sequencing, every initiative competes with the next — and the same gaps resurface every quarter.
What changes when we're done
From kickoff to roadmap in 3 weeks.
Discovery & Structured Interviews
We work with your CFO, FP&A leads, and key business stakeholders. Current reporting outputs, planning processes, system landscape, chart of accounts, and organizational structure — mapped as they actually operate, not as they appear on paper.
Diagnostic & Benchmarking
Finance function assessed across six maturity dimensions and benchmarked against comparable companies. Gaps evaluated by business impact — not by how loudly they're felt internally. Accounting policies and structural issues that are affecting results are identified here.
Roadmap Delivery
Full diagnostic, gap map, and 90-day roadmap presented in a structured working session with your leadership team. Every recommendation sequenced, owned, and ready to execute.
This service fits if
Your business has outgrown its finance infrastructure
Acquisitions, new markets, or new business units have added structural complexity the finance function hasn't fully absorbed. Reporting works — but not at the level the business now demands.
A significant transition is approaching
Fundraise, acquisition, IPO, or ownership change. You need a precise view of where your finance function stands before external scrutiny begins — and time to fix what it finds.
New finance leadership has joined
A new CFO or Group Finance Director needs a credible baseline fast — without spending months building it from scratch. A structured diagnostic compresses that timeline significantly and gives them a defensible foundation for the changes they need to make.
Your reporting cycle is too long and nobody agrees why
Books take weeks to close. Each month the same manual reconciliations happen. The root cause has never been formally mapped. That's what this diagnostic resolves.
Across engagements with tech, production, logistics, and e-commerce companies — PE-backed, founder-owned, and group structures — a structured diagnostic consistently surfaces the same pattern: the gaps are known. The sequencing isn't.
Transformation starts with an honest assessment of where you actually are.
30 minutes. Bring your current reporting structure and we'll tell you where the gaps are and what fixing them would realistically take.
What CFOs ask before they engage
We have a capable finance team. Why do we need an external diagnostic?
Internal teams are too close to the function to assess it objectively — and operationally too stretched to step back and map it. We bring a structured framework, an external perspective, and the experience of having run this diagnostic across tech, manufacturing, logistics, and e-commerce businesses. The gaps we find are usually already suspected internally. The value is in the sequencing — knowing what to fix first and why.
How is this different from what a Big Four firm would deliver?
Big Four diagnostics tend to be broad, slow, and oriented toward governance and compliance. Ours is built around how your finance function supports decision-making, planning, and performance management — and because we combine financial expertise with technical capability, every recommendation accounts for what can realistically be built and integrated. You get a roadmap that's executable, not a governance review that sits on a shelf.
What do you need from us to run the diagnostic?
Current reporting outputs, planning models, and system documentation — plus structured sessions with your CFO and FP&A leadership. The process is designed to minimize disruption. Your team runs the business. We run the diagnostic.
What happens if the findings implicate decisions made by the current finance team?
That's the most common situation we walk into — finance functions that were built under different constraints, by capable people, and have simply never been formally redesigned. We present findings in terms of business impact and structural gaps, not individual performance. The roadmap is designed to be executed by your team — so their buy-in to the findings matters, and we design the delivery session with that in mind.