Give your finance team more time to explain the numbers. We build reporting around your business units, source records and approval process, reducing the preparation and reconciliation they do by hand.
Request a demoIllustrative examples. Your plan uses your costs, source records and agreed assumptions.
Connect records across departments and business units. Keep reporting periods and allocation methods visible so finance can review budget differences without copying figures between spreadsheets.
| Department | Budget | Actual |
|---|---|---|
| Operations | £2,400,000 | £2,325,000 |
| Commercial | £1,800,000 | £1,910,000 |
| Technology | £2,600,000 | £2,540,000 |
Reconcile totals to their sources. Give missing or conflicting records a place to be corrected before they become part of a report.
| Check | Status |
|---|---|
| Ledger total | Reconciled |
| Department allocation | 2 records to review |
| Reporting period | Confirmed |
Put the dashboard, supporting figures and draft commentary in one place. Your finance team reviews the output and approves what goes out.
| Section | Status |
|---|---|
| Budget vs actual | Ready for review |
| Cost commentary | Draft prepared |
| Management summary | Awaiting approval |
We agree which records, access and controls your workflow needs, then connect the relevant systems.
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Let the application handle the preparation. Keep your people involved where their experience and judgment matter.
Compare preparation and review time, corrections, reconciliation differences and on-time reporting with your current process. Measure capacity released alongside report accuracy.
We agree the baseline with you, build around your systems and keep improving the application as your work changes.
Show us the process, the systems and where your team loses time.
Request a demoStart with collecting inputs, reconciling records and highlighting missing or conflicting information. Keep the sources available so a finance reviewer can check the draft before it is used.
Compare preparation time, review time, corrections and delivery against the existing process. Include running costs and distinguish released capacity from an actual reduction in spending.
