High sales, low profit
Sales growth shows in the income statement, but nobody can tell which product, customer or channel is eating the profit.
Services
Twelve service areas; one goal: better decisions
Each service starts from a specific management problem and ends with an output a manager can act on. A project is usually a combination of several services.
Core services, each with its own page
If you already know what you need, start here: each page explains what you receive, how the work runs and answers the common questions.
// The problem
You have data, but no clear answers to management questions
In most companies the information already sits in the accounting software, Excel files and scattered departmental reports. The problem is not a lack of data; it is the lack of one integrated picture that shows where the money goes and which decision has the greatest effect.
Profit on paper, shortfall in the bank
The company is profitable yet short of cash for payroll and suppliers; overdue receivables and inventory have locked up the cash.
Capital asleep in the warehouse
A large part of working capital sits in slow-moving and dead stock, and nobody knows exactly which items.
Reports that arrive late and disagree
Every department has its own number; the monthly report is ready weeks later and the management meeting is spent reconciling figures.
Financial statement analysis
A clear picture of the company's financial health, beyond the balance sheet.
- Problem
- Financial statements are prepared, but their message is never drawn out for decision-making.
- Approach
- Analysis of ratios, trends and capital structure, compared with previous periods and industry benchmarks.
- Output
- An analytical report on the financial statements with strengths, risks and recommendations.
Benefit for management: You know which parts of the business create value and which financial risks are building up.
Profit & loss analysis
Where profit comes from and where it is lost.
- Problem
- Net profit has fallen, but the cause is lost among dozens of expense accounts and hundreds of products.
- Approach
- Breaking profit down by product, customer, channel and branch, and building a period-to-period profit bridge.
- Output
- A multi-dimensional profitability analysis and a list of profit leakage points.
Benefit for management: You set pricing, sales mix and discounts based on real profit.
Cash flow analysis
Forecasting and controlling cash before a crisis.
- Problem
- The company is profitable, yet every month it faces a cash shortfall when payments fall due.
- Approach
- Analysis of cash inflows and outflows, identification of gaps and a 13-week cash forecast.
- Output
- A cash forecasting model and a report on what consumes cash.
Benefit for management: You see a cash shortfall weeks earlier and have a plan to cover it.
Working capital management
Releasing cash locked in receivables and inventory.
- Problem
- Overdue receivables and high inventory have locked up the company's cash and increased the need for borrowing.
- Approach
- Analysis of DSO, DIO, DPO and the cash conversion cycle by customer, product and supplier.
- Output
- An estimate of releasable cash and an action plan for each component of working capital.
Benefit for management: Part of the cash requirement is met from within the company, without new borrowing.
Sales analysis
Understanding the real sales trend, not just the total.
- Problem
- Total sales have grown, but it is unclear whether the growth came from inflation, volume or a few specific customers.
- Approach
- Splitting growth into price, volume and mix effects; analysing sales by region, product and sales representative.
- Output
- A sales performance report covering the drivers of growth or decline.
Benefit for management: Sales targets and sales team bonuses are based on the real drivers of growth.
Customer analysis
Which customers are profitable and which are leaving.
- Problem
- Dependence on a few large customers is high, and you learn too late that customers are leaving or buying less.
- Approach
- Customer segmentation (RFM), customer profitability, sales concentration and collection risk analysis.
- Output
- A customer map with priorities for sales, credit and follow-up.
Benefit for management: Credit policy and sales effort focus on the customers who create the most value.
Production analysis
Capacity, efficiency and downtime in numbers.
- Problem
- Nominal capacity is high but actual output is lower, and the causes of downtime and waste are neither recorded nor analysed.
- Approach
- Analysis of line efficiency, unplanned downtime, waste and the financial effect of each.
- Output
- A production performance report with downtime causes prioritised by cost.
Benefit for management: The maintenance and improvement budget goes where it frees up the most capacity.
Cost analysis
The true cost of each product.
- Problem
- Product cost is calculated with estimated overheads, so pricing is based on the wrong number.
- Approach
- Reviewing overhead allocation, analysing cost components and sensitivity to raw material prices.
- Output
- A product costing model and a margin analysis for each product.
Benefit for management: You know which products are truly profitable and set prices with confidence.
KPI design
Metrics that steer how the organisation behaves.
- Problem
- Either there are no metrics, or there are so many that none of them is followed up.
- Approach
- Designing a small set of KPIs linked to objectives, each with a precise definition, data source and owner.
- Output
- KPI definition sheets and a monthly reporting structure.
Benefit for management: Management meetings are spent deciding on variances instead of arguing about figures.
Management dashboards
One page to see the state of the whole company.
- Problem
- To see the company's position you have to put several reports from several departments side by side.
- Approach
- Designing CEO, CFO and departmental dashboards based on the defined KPIs.
- Output
- An interactive dashboard with periodic updates and secure access.
Benefit for management: You see the company's position in minutes and spot variances early.
Business intelligence
Data infrastructure for dependable reporting.
- Problem
- Reports are built by hand in Excel every time and depend on one person.
- Approach
- Integrating data sources, building a management data model and automating recurring reports.
- Output
- An extensible data model and automated reports.
Benefit for management: Reports are produced on time, consistently and independently of individuals.
Organizational performance
Performance of departments and branches on a common scale.
- Problem
- Comparisons of branches, departments or managers are neither fair nor data-driven.
- Approach
- Defining comparable measures and analysing productivity and the link between cost and output in each unit.
- Output
- An organisational performance report and a metric-based ranking.
Benefit for management: Resource allocation and manager evaluation are based on evidence.
// services
How the work is delivered
Financial Dashboarding
P&L, cash, working-capital and KPI dashboards that executives open every morning.
Data Model Optimization
Star schemas, DAX refactoring and storage tuning for reports that load in seconds.
Automated Reporting Pipelines
SQL + Power Query pipelines that replace manual month-end spreadsheets.
Data Advisory & Training
Team training in Power BI, DAX and Excel, plus data-driven internal audit advisory.
Do you have a management question your data should answer?
Fill in the analysis request form; we review your information before the first meeting so the conversation is precise from the start.