Reporting as a management instrument, not a report for its own sake.
Diagnostics of the management system and finances
We study how finance, processes, accountability and data connect inside the company. We look for causes, not only symptoms: where a problem starts, what it affects and what to change first.
How we work
- Review of data, regulations and existing reporting
- Map of how money moves through the business
- Breakdown of the finance function: who does what and how
- List of problem areas with causes and effects
- Priorities: where to start
What you get
- Diagnostic document on the state of the management system and finances
- Process and bottleneck map
- Action plan with priorities
- Presentation for the owner
- Readiness checklist for systematic work
Building a management accounting and reporting system
The core of the finance system. One interface where the owner quickly sees how much each line of business really earns and where money leaks. It includes unit economics: contribution margin by product and segment, and customer cohort analysis. Everything runs on accounting data, without separate Excel files.
How we work
- One management chart of accounts
- Connecting ERP and Excel files to a central data store
- Dashboard with drill-down from the total to a product or transaction
- LTV and CAC by channel and customer group
- Contribution margin by product and customer
- Close procedure and team roles
What you get
- Monthly management P&L
- Profitability by line of business
- LTV dynamics by channel
- Multi-currency and multi-entity accounting
- Procedure document for the team
Budgeting, planning and financial modelling
Not a file for an investor but a working tool: a quarterly forecast that keeps updating, scenario planning and sensitivity models. The plan is compared with actuals automatically, and variances are visible weekly, not at the end of the quarter.
How we work
- Driver-based budget built bottom up
- Quarterly rolling forecast
- Three scenarios: base, optimistic, pessimistic
- Automatic plan versus actual comparison
- KPI cascade from company to team
What you get
- Driver-based budget model
- Forecast updated monthly
- Sensitivity models
- Weekly variance report
- Presentation for an investor or board
Cash flow management
Cash flow as a decision tool, not a report after the fact. The owner sees the account balance months ahead. Cash gaps are visible early, while they can still be avoided. Decisions on large expenses, dividends and investments rest on a model.
How we work
- 13-week cash flow forecast updated weekly
- Inflows by category A, B, C with probability
- Outflows: fixed, variable, discretionary
- Minimum operating reserve with an alert as it nears
- Stress test in three scenarios
What you get
- 13-week report, kept up to date
- ERP integration: receivables, payables, payroll
- Rule that pauses discretionary spending
- Minimum balance forecast with alerts
- Document pack for the bank
Group consolidation
When a business is a group of legal entities, management accounting is needed at group level. Consolidated P&L, balance sheet and cash flow across all companies with intercompany turnover eliminated. The owner sees the group as one business and each entity separately, in one interface.
How we work
- Tax-efficient cash pooling: parent company and subsidiaries
- Tags for intercompany invoices
- One chart of accounts for all entities
- Automatic elimination of intercompany turnover at close, not in Excel
- Group treasury as a separate function
What you get
- Group P&L, balance sheet and cash flow
- Real-time intercompany reconciliation
- Cash structure: parent and subsidiaries
- Group close on a single procedure
- Owner view: the group as a whole and each entity
Audit and setup of business processes
Reporting is only as accurate as the processes under it. We set up where data is born and who is responsible for it, not only in the finance department but across the company. Every employee knows their task in that flow. This is the foundation accounting stands on.
How we work
- Process audit and bottleneck map
- Data map: where data is born, who is responsible
- Hard deadlines for submitting data and a materiality threshold
- Estimate first, adjust later for accruals
- Roles and KPIs for every position
- Company-wide procedures, not only for finance
What you get
- Monthly close procedure
- Approval process with set deadlines
- Data collection procedures for each department
- Requirements for new positions
Functional model, roles and accountability
We describe what result each function should create, what tasks lead to it, who is accountable for the result and how it is checked. This removes duplication, gaps and critical dependence on individual people.
How we work
- List of company functions and the result each one creates
- Description of tasks that lead to the result
- Split of accountability: who performs, who approves, who checks
- Search for duplication, gaps and dependence on individuals
- Agreement of the model with the owner and heads of lines of business
What you get
- Functional model of the company
- Roles and accountability matrix
- Indicators that check each function’s result
- Change plan: what to remove, what to add, whom to strengthen
Management analytics and plan versus actual
We build analytics around management questions: not only what changed, but why, compared with what, and how it affects the financial result. We set up indicators, plan versus actual and dashboards at the right level of detail.
How we work
- Collecting management questions from the owner and managers
- Definition of each indicator: formula, data source, owner
- Plan versus actual analysis with variances broken down by cause
- Dashboards for different levels: owner, line of business, team
- Review rhythm: who decides what, and when, based on the numbers
What you get
- System of indicators with definitions
- Plan versus actual report with variance breakdown
- Dashboards for the owner and heads of lines of business
- Procedure for updates and review
Automation and custom digital solutions
We automate only after the logic of the process, the data and management decisions is clear. It can be a dashboard, integration of existing systems, automated calculations or custom software if standard tools are truly not enough.
How we work
- Interview with the owner: which decisions repeat
- Map of input data and its sources
- Prototype of the calculation in Excel or a no-code tool
- Move to a stable form: Google Sheets, Looker or custom development
- Integration with the business’s data sources
What you get
- Dashboards for specific decisions
- Calculators and models: sensitivity, scenarios
- Integration with ERP, CRM and warehouse
- Documentation: how to maintain and develop it
- Knowledge transfer to the team
Let us start with a conversation, not a proposal.
A 30-minute meeting with Anastasiia Saienko, founder of 42.finance. You will get a working hypothesis or a recommendation of who else to talk to.