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For every finance team
FP&A and forecasting
Agents refresh the model, explain the variances and keep the forecast current, so your team spends its time on decisions. It starts with actuals and drivers you can trust.
Who this is for. CFO or head of FP&A whose team spends most of the month pulling data, and whose forecast is out of date by the time leadership reads it.
The problem today
Most FP&A time goes to gathering numbers. Actuals come from the ledger, pipeline from the CRM, headcount from HR, and each one needs fixing by hand before it fits the model. By the time it does, the month has moved on.
The model itself tends to live in one workbook that one person understands. Sales, operations and finance each plan from their own numbers, so the budget meeting turns into a debate about whose figures are right.
- Actuals closed and tied outA month the whole team agrees is final
- One chart of accountsDepartments and entities reported the same way
- Drivers connectedPipeline, orders and headcount feed the model
- Terms defined onceOne meaning for revenue, margin and headcount
- Budget owners namedEach line has a person who answers for it
- Thresholds and calendar setWhat counts as material, and when plans update
What changes
Half the month goes to pulling numbers into the model.
Actuals and drivers arrive on their own, so the team starts with analysis.
The forecast is stale by the time leadership reads it.
The forecast rolls forward as each period closes.
Sales and finance argue about whose number is right.
Everyone plans from the same record and the same definitions.
What we deliver
A budget with real owners
Each department owns its lines and its assumptions, and every change is recorded, so the budget stays a working plan after it is approved.
A rolling forecast
Actuals flow in as each period closes and the forecast moves forward with them, so leadership always reads a current view.
Variance analysis with reasons
Each material variance is broken down by price, volume, timing or one-off, with a draft explanation for the budget owner to confirm.
A driver-based model
Orders, pipeline, headcount and capacity feed the numbers directly, so finance and operations plan from the same assumptions.
Scenarios on demand
Change a price, a hire date or a growth rate and see the effect on revenue, margin and cash without rebuilding the file.
Cash and headcount planning
Cash runway and hiring plans sit in the same model as the P&L, so a decision in one shows up in the others.
What agents handle, and where your team steps in
What agents handle
Agents load actuals after each close, refresh the forecast, flag variances over your thresholds, draft the commentary and run the scenarios you ask for. Every action is logged.
Where your team steps in
You set the assumptions, the thresholds and the planning calendar. Budget owners confirm the commentary, and your CFO approves what goes to leadership.
Systems we work with
- NetSuiteERP
- QuickBooksAccounting
- SalesforceCRM
- HubSpotCRM
- ExcelSpreadsheets
- Power BIReporting
From past work
KPI and retention reporting built on a reconciled ledger, with checks that stop a bad refresh.
Questions we get
Do we need a planning tool first?
Usually the first job is the data underneath. Once actuals and drivers are clean and connected, we can tell you whether a planning tool earns its cost.
Can we keep Excel?
Yes. Many teams keep working in Excel. What changes is where the numbers come from, so nobody pastes them in by hand.
Who owns the assumptions?
Your people do. Agents can show what changed and suggest an explanation, and your budget owners decide what goes into the plan.
How does this connect to board reporting?
They read from the same record, so the forecast and the board pack agree with the ledger and with each other.
Related
- Close accelerationA faster, cleaner close across every entity, with blockers and root causes on the record.
- Board and investor reportingReporting that is accurate and arrives on time every month.
- Revenue analyticsOne trusted view of revenue, growth and retention.
- All cross-industry workSeven pieces of work apply whatever your business does.