Financial models that connect operating drivers to business decisions.
01
Forecasting & planning
Built integrated actuals, budget and rolling-forecast reporting, connecting operating assumptions to financial results.
Excel / Power Query / Power BI02
Customer economics
Developed customer profitability and pricing models linking staffing, delivery costs and commercial assumptions.
Cost allocation / Pricing / Scenarios03
Executive reporting
Developed variance bridges and management reporting with reconciliations and explanations tied to the financial model.
Variance analysis / Decision support
From accounting and operating inputs to maintainable financial reporting.
01
Reporting architecture
Built Power BI semantic models connecting accounting, operating and planning inputs through shared dimensions and definitions.
Power BI / DAX / Data modeling02
Source-to-report controls
Built reconciliations, source snapshots and data-quality checks so finance teams can trace results and investigate exceptions.
Reconciliation / Mapping / Controls03
Finance delivery
Developed an Excel reporting layer from governed model outputs, with supporting detail for finance and executive review.
Excel / Power Query / Reporting
Hands-on finance leadership across teams, models and operating decisions.
01
FP&A team development
Managed and developed a distributed FP&A team, setting shared analytical standards for leadership reporting.
Team leadership / Analytical standards02
Business partnership
Partnered with executive, finance and operations teams on forecasts, customer economics and commercial decisions.
Commercial finance / Executive dialogue03
Reporting discipline
Designed repeatable reporting workflows with documented assumptions, reconciliations and source-supported explanations.
Reporting cycles / Financial judgment
02 / Interactive case
Which contracts would you renew?
Six customers share one service team that costs $360,000 a year. When that bill is split by sales, every contract looks equally profitable. What happens if the costs follow the hours each customer actually uses?
Synthetic example. All amounts in USD; no client data or realized gains.
Profit per $100 of sales
* Selected contract. Below zero means it costs more to serve than it earns.
Selected contract / per $100 of sales
Share of sales
Share of team hours
$270,000 total profit under either method. contracts below zero under this split.
Compare all six contracts
Profit or loss in USD per $100 of sales
Contract
Sales
Team hours
C01
+$15
+$29.3
C02
+$15
+$26.7
C03
+$15
+$23
C04
+$15
+$19.4
C05
+$15
−$7.5
C06
+$15
−$25
03 / How I work
How I work with a finance team
What I bring
My work combines FP&A, financial models, data architecture, margins and reporting across entities. I enjoy building, testing and improving reports that a team can use consistently.
Who owns what
I work directly with the finance owner to agree the sources, definitions, outputs and calendar. Accounting stays with its owner; report production and maintenance have clear accountability.
Where we start
An engagement can begin with a focused review or with building and running an agreed monthly report. I help define a useful starting point without requiring a rebuild of everything you already use.
A monthly reporting rhythm designed for continuity
01
Careful setup
Source and logic review, a documented model, and an accepted first pack.
02
Focused communication
Written questions and scheduled reviews within the agreed scope.
03
Controlled improvement
Monthly maintenance and defined changes, so each reporting cycle can build on the last.
This rhythm applies to Monthly Reporting. A Reporting Review ends with its findings and recommendations unless further work is agreed.
Margin Architecture