IS THIS YOU?
You don't have a data problem. You have a decision problem.
Most leadership teams I meet aren't short on spreadsheets. They're short on a version of the numbers everyone believes. These are the moments people call me.
“Every forecast we produce is wrong within a month.”
Your plan is built on last year plus a percentage, not on the operational drivers that actually move the business. So it can't flex when reality does.
“Two teams give the Board two different numbers.”
Finance and operations are working from separate sources. Meetings get spent reconciling rather than deciding.
“We can't see far enough down the cash runway.”
No rolling 13-week view, so liquidity decisions are made late, under pressure, with less optionality than you had a month ago.
“Our Board pack raises more questions than it answers.”
Forty slides of output and no narrative. Directors are auditing the deck instead of engaging with the strategy.
“We're heading into diligence and I'm not confident.”
Raising, selling or refinancing with a model and a quality-of-earnings story that haven't been stress-tested by anyone outside the building.
“We need FP&A leadership, not a full-time hire.”
The work is real but it isn't a headcount yet. Or your FP&A lead just left and the close, the budget and the Board meeting didn't move.