Portfolio-company CFOs are struggling to meet operating partners' demands due to an inability to quickly and effectively measure and manage the levers of growth. The disconnect is often caused by CFOs lacking the instrumentation right out of the gate that OPs think already exists but seldom does. 

There are two established ways to close a portco's reporting gap, and each carries a structural tradeoff. The large PE-finance consulting firms do excellent work, but they staff engagements with teams at firm rates and deliver on a consulting timeline.

The enterprise planning platforms are powerful, but standing one up typically runs two to three quarters, consumes the bulk of your best people's time, and leans heavily on IT -- assuming the implementation lands at all.

I'm a third option: a single senior principal who builds the reporting, close, and forecasting system directly -- in the environment finance already lives in, in weeks rather than quarters -- and hands it over for the finance team to own and run.

 

No team to manage. No platform to implement. One accountable expert, and an integrated, scalable system your team controls. Built by a finance professional, for finance professionals.