What we offer
Six areas of engagement.
Not a service catalog. Below, the areas where we bring direct experience and which we keep under one direction. Every engagement would be designed around the reality of the company in front of us.
01
Area 01
Diagnostic audit
An entry point for those who want to take the measure of their Controlling infrastructure before intervening — whether as a periodic check on how the system is holding up, or in preparation for a broader project. We map how data circulates today and where it stops, identify the points where the system delivers less than it could, and hand over a diagnostic document with a roadmap ordered by priority and feasibility.
02
Area 02
Controlling and FP&A
When a company reaches a size and complexity at which after-the-fact administrative reporting is no longer enough to guide decisions, it needs a structured Controlling framework — built from scratch, or replacing improvised solutions stratified over the years. The path begins with the definition of the underlying economic model — managerial chart of accounts, cost and revenue centers, executive KPIs — and walks the company through the first guided closings, the first budget and the first forecast. The aim is to bring the framework to the point where it runs autonomously in day-to-day operations.
03
Area 03
Executive reporting
For those who already have solid administrative reporting and want to bring the managerial and executive view to a higher level. We design the underlying reporting model — managerial P&L, cash and working-capital dashboards, operational KPIs — integrate data pipelines from the ERP and operational systems in use, and deliver visualization tools with automatic refresh and drill-down on the business dimensions that matter. The engagement also covers governance of critical master data, so the information base stays consistent over time.
04
Area 04
Project or product performance
Custom manufacturing, EPC, shipbuilding, engineering, IT — but also catalog manufacturers, where the per-product-line view demands the same rigor. Every project, every product, has its own economics: the consolidated view alone isn't enough; otherwise variances only surface at year-end close. We design the control system (initial budget, work-in-progress actuals, earned value, variance analysis), bring sales, procurement, hours and materials into a single information base, and stand alongside project and line managers as they read their own economics.
05
Area 05
Automation
Across many finance and controlling teams, qualified people spend half a day on manual extractions, cross-system reconciliations, copy-paste between files. It isn't a competency problem: it's a tooling problem. We identify processes that are high in volume and low in variability, automate them with the technology suited to the context (RPA, Power Automate, Python scripts, native ERP integrations), and give the team back the hours that were previously absorbed by operational work.
06
Area 06
AI for variance analysis
For those who already have a mature Controlling function and a consolidated data base, and want to read their numbers through a deeper lens. We apply language models and machine learning techniques to the contextual analysis of variances: automatic extraction of recurring patterns within variance schemes, correlation between operational indicators and economic performance, detection of anomalies that slip past manually set significance thresholds. Where the nature of the data requires it, the infrastructure can run on-premise or in a dedicated cloud.
Entry points
Where to start.
Almost every path starts from a diagnostic audit — it's the least invasive way to understand where it makes sense to invest and where it doesn't. From there, paths diverge: some go on with a structured reporting project or a project-controlling engagement, others tackle automation first because the team is gasping for breath, others have a mature system already and want to push it toward AI.
There's no right order: there's the one that makes sense given your priorities.
Next step
Which of these areas do you recognize as yours?
Tell us about your reality. We'll tell you, without commercial overhead, whether and where we can be useful. Sometimes the answer is that it isn't yet the right moment: when it is, we'll say so.