Controlling & Performance
Practical controlling — KPIs, planning, and variance — for small and mid-sized organisations. Choose this if you already report, but the pack is not what leadership uses to decide. We start from how you currently plan, report, and explain the numbers — not from a new dashboard or system.
You leave with a smaller set of measures, a reporting rhythm you can keep, and a monthly note that answers why — or a recommendation to stop producing a report.
The other half of how we work
One of us comes from controlling and financial accounting. That is why this practice sits next to the AI work, not underneath it.
The habit is the same as on the AI side: understand the process first, then change only what improves decisions. Sometimes the useful next step is a clearer monthly pack. Sometimes it is an AI-assisted draft of the variance story. Sometimes it is leaving the numbers alone.
KPI Design & Implementation
A small set of measures that leadership actually uses. We start from the decisions you need to make, then design the metrics, ownership, and reporting around them.
- What should be measured — and what should not
- Definitions, owners, and sources
- A reporting rhythm that fits how you already work
- A simple picture leadership can read without a briefing
Ideal starting point when reports exist but nobody quite trusts or uses them.
Cost Optimisation
Understand where money actually goes, then decide what is worth changing. The aim is a clearer cost picture — not a one-off cut that comes back next year.
- Cost structure and drivers
- Where process, not price, is the leak
- Vendor and contract questions worth asking
- What to leave alone
Budgeting & Forecasting
Planning that matches how the business actually moves. Annual budgets still matter; a lighter forecast often matters more between those cycles.
- Annual budget that leadership can stand behind
- A rolling view that can be updated without a project
- A few scenarios instead of a single frozen number
- Budget versus actual, explained in plain language
Variance Analysis & Reporting
Why the numbers moved — written so a managing director can act, not so a file can be archived. We tighten the monthly story and cut reporting that does not help.
- Monthly variance that answers “why”
- Root causes, not just line-item noise
- A short management pack instead of a data dump
- What to stop producing
If a simpler report is the answer, we will say so — including when a new system is not.
A clear view of how you steer the business is often the most important first step — sometimes more valuable than another report.
A focused controlling conversation
Free, 45–60 minutes, no obligation. One or both partners — not a salesperson, and not a junior team.
We start with the pack you already produce — not with a tool recommendation. You leave with a verbal picture of which measures matter, where reporting creates work without insight, and what is worth changing.