For finance and operations leaders
One question, one model, one price. Each sprint runs two to four weeks, the price is agreed before we start, and each one moves a number you already track.
Book a 30-minute conversationThe problem. Days sales outstanding, days payable and inventory days sit where they sit, and nobody can say which policy changes would move them or by how much.
What you get. A model of the drivers behind each, the policy changes ranked in dollars, and the changes to apply first.
The problem. Production plans and inventory levels do not match demand or the cash targets the business has set, including the targets in a 100-day plan.
What you get. A review of planning parameters (safety stock, lead times, lot sizes), the inventory worth releasing, and a plan aligned to the cash target.
The problem. Cost and margin move, but averages hide why. Improvement efforts chase the wrong drivers.
What you get. An attribution of cost and margin movement to its drivers, tracked as metrics your team can keep updating.
The problem. Prices and forecasts are set by habit and spreadsheets, and nobody has measured how much they leave on the table.
What you get. Price and demand or cash forecast models, backtested on your history, with the assumptions written down.
The problem. The same metric means different things in the ERP, the planning tool and the board pack, or interfaces between them fail quietly.
What you get. One written definition per metric mapped to its source field, a list of the interfaces that need repair, and fixes or runbooks for the worst ones.
Start with the Value Audit. It ranks all of these in dollars so you can pick the ones worth doing.
