A board or a financier has arrived

A supervisory board, a bank with covenants, an investor with a seat, a grant body that wants to see something every quarter. From that moment on you are accounting for yourself structurally, and that is a different thing from giving the occasional presentation.

Does this sound familiar?

Every meeting, the position is assembled by hand all over again
Two documents about the same period emphasise different things
The questions afterwards are about where a figure came from, not about what you want to do with it
What was decided last quarter has to be looked up
Preparing takes longer than the meeting itself

What we do

At the start the goals are recorded and frozen. From then on we deliver the position per goal every month, weighed and interpreted, and we keep the registers. For the layer that is watching there is a line of its own on top of that: a quarterly report on its own rhythm and its own level of detail, built from the same frozen snapshots as the monthly documents. We do not touch your figures. Those come out of your bookkeeping and stay with your accountant. What we record sits alongside them: how the business was actually run, with the goals, the position per goal, the decisions, and what changed along the way.

What you are left with

The same document every meeting, in the same shape, with the same key figures underneath as the month before. Preparing shifts from assembling to reading. And at the close of every cycle there is one file covering the whole period, showing that it went as agreed.

If it is about one project, you want the page next door

This layer sits around a role or around the organisation and runs for as long as the arrangement does. If you have to account for one undertaking with a beginning and an end, that is Project Control: there we measure against a baseline and it is about slippage and final cost. If you are not sure, that is fine; it is the first question we ask in the conversation.

To Project Control →

When is your next meeting?

Arrange a conversation

Or is this closer to your situation?

Someone is leaving and the overview goes with them

A controller, an operations manager, someone who kept it running for years. The role can be handed over; what sat around it usually cannot, because it was never written down.

Role handover →

Someone will look back, and then what is on the table counts

A buyer, an investor, a new shareholder. The financial picture is in the annual accounts, and that is the easy half. The other half is how the business was actually run, and that usually sits in people's heads.

Sale or investment →

Your organisation grew and your overview did not

There was a time when you knew everything because you were there for everything. Now there are managers, and you hear what they consider important enough to tell you. Usually they are right. You just hear it once it has happened, and not while it could still be steered.

Your own overview →