Budgets, rolling forecasts, variance analysis, and board-ready reporting. We turn your numbers forward so every decision has a real model behind it, not a budget from January nobody trusts anymore.
| Line ($000s) | Budget | Forecast | Var |
|---|---|---|---|
| Revenue | 4,200 | 4,480 | +6.7% |
| Gross profit | 2,690 | 2,910 | +8.2% |
| Operating expense | 2,020 | 2,140 | +5.9% |
| EBITDA | 670 | 770 | +14.9% |
FP&A isn't one deliverable, it's a cycle: plan, measure, explain, re-forecast. We own the whole loop so the numbers stay current and the story behind them stays clear.
A driver-based operating plan built bottom-up with your team, one everyone actually signs up to, not a top-down guess.
A living 12–18 month model that updates with actuals every month, so the outlook is always current, not stale by February.
Budget vs. actual vs. forecast, with the why attached, the narrative that turns a variance into a decision.
Clean, consistent packages that tell the story your board needs, KPIs, trends, and commentary, not a wall of numbers.
Base, upside, and downside cases on demand, so “what if hiring slips” or “what if we raise” has a number, fast.
The handful of metrics that actually run your business, tracked, trended, and tied back to the plan.
Most reporting tells you what happened. Useful FP&A tells you why it happened and what to do about it. We pair every number with a short, honest read, the kind a board member can act on without a follow-up call.
That means actuals dropped against plan, forecasts re-run on what we just learned, and a narrative that connects the two. Decisions stop waiting on analysis.
Q3 came in under plan on a slipped enterprise deal, recovered in Q4 as it closed. The forecast was re-cut in October to reflect the timing, so Q4 landed ahead.
A forecast is only useful if it stays current. We build the model once, then run the monthly cadence that keeps it, and the story around it, alive.
We construct a driver-based forecast off your actuals and your real operating levers, revenue drivers, headcount, and the costs that scale with them.
A fixed monthly loop: actuals in, variances explained, forecast re-cut, board package out. Predictable timing your team and your board can rely on.
Every package pairs the numbers with a plain-English read on what they mean, written for the people making decisions, not filing them.
As reality moves, the model moves with it, and we flag where the plan and the world have diverged before it becomes a surprise.
We're finishing a client story, how a company traded a stale annual budget for a rolling forecast the board now runs decisions against. Check back soon, or reach out and we'll talk you through it.
Tell us what the board keeps asking that your numbers can't yet answer. We'll show you how we'd model it, and where to start.
Andy will get back to you within one business day.
Revenue is pacing 6.7% ahead of plan on stronger enterprise bookings. OpEx is up on the new hires approved in Q2, still inside the EBITDA target, which now lands ~$100K above budget.