Shorten the journey from data to decision.
Improve reporting reliability, simplify processes and strengthen finance’s role.
Discuss this challengeWhen we get involved.
Finance produces a great deal but has limited time to analyse it. Manual extracts, competing versions and implicit rules weaken confidence in the numbers. Transformation starts with the decisions to support and the operating model, before considering any tool.
What we build with you.
We map close, reporting and forecasting processes, then define a proportionate target model. Improvements are delivered in usable increments: shared rules, targeted automation, controls and team support. Handover is part of the work, alongside implementation.
The engagement starts with a management question, rather than a predetermined model. We clarify the decisions to support, available information and team constraints. Analysis makes its assumptions and limitations visible to support informed choices.
Deliverables built to be used.
- Finance diagnostic and target model
- Reporting / forecasting and management rules
- Automation, controls and documentation
The exact content is agreed during scoping. Materials are designed for teams to take over: identified sources, documented rules and explicit update responsibilities. They should support decisions, follow-through and knowledge transfer.
A clear framework. An appropriate cadence.
Scope
Context, priorities, data and required decisions. Scope and terms agreed before work starts.
Build & refine
Working sessions with teams, interim deliverables and decisions at the right moments.
Transfer & follow through
Deliverable validation, documentation and handover. Further support where the need warrants it.
Duration and intensity depend on complexity, data quality and team availability. Scoping distinguishes Masen’s responsibilities, management’s role and contributions from other advisers. Any material change in needs prompts a discussion about scope.
What this changes for management.
Better-controlled information and a finance team with more capacity to challenge operational decisions.
Should we wait for an ERP programme?
No. Clarifying rules, responsibilities and management needs is useful both before an ERP programme and within the existing environment.
Continue the conversation.
What we have written about it.
The frameworks we apply to this challenge, freely available.
The next move
starts with a conversation.
A decision to clarify. A path to build. Let’s talk about your context.
Confidential conversations. Senior involvement.