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Three forecasts built from closed actuals and reconciled to each other. FP&A gets a driver-based P&L forecast with every round kept. Treasury gets a weekly cash forecast from receipts and payments, and the CFO a monthly one that explains why the year's cash differs from the year's profit.
Budget, rolling forecast and actual side by side per entity and cost category. The annual plan and every forecast round kept and comparable. Variance explained by driver, with the AI layer writing the commentary. The full-year outlook: actual to date plus the forecast for the remaining months.
Receipts and payments week by week: collections expected from open receivables, adjusted for how each client actually pays; payment runs from open payables; payroll, tax, intercompany settlements, capex and debt service. Refreshed every week.
Month by month from the forecast operating profit: plus non-cash items, less the change in working capital from receivables, payables and inventory or work in progress, less capex, tax and financing flows.
Where the horizons overlap, the direct and the indirect forecast are compared and the difference is explained, so treasury and FP&A work from one cash number.
Every forecast consolidated up the entity hierarchy with the same eliminations and currency rates as the actuals, with base and downside scenarios in the platform.
Works with the planning and treasury systems you run, such as OneStream, Oracle Hyperion, Anaplan, Workday Adaptive Planning, CCH Tagetik, Kyriba or SAP Treasury, on any ERP and data platform. See the full list
The P&L and the indirect cash forecast run on what the finance warehouse already holds. The direct forecast adds six feeds.
The direct method tells treasury what the bank balance will be in six weeks. The indirect method tells the CFO why the year's cash differs from the year's profit. A group needs both, and they have to agree where their horizons overlap.
A driver-based rolling forecast and reforecast pack on live actuals, with every forecast round kept.
Value: recurring cost reduction
A forward 13-week cash forecast per entity from receivables, payables and payroll, refreshed every week.
Value: cash and financing
Predefined downside scenarios, such as a revenue drop, a currency move or the loss of the largest client, with the impact on margin and cash.
Value: risk avoided
Capex budget against actual per project, from approval to completion, feeding the cash forecast.
Value: cash and financing
Headcount and workforce cost planned per entity from the positions in the HR system and actual payroll, compared with the actuals every round.
Value: recurring cost reduction
Both. The direct method, built from receipts and payments, covers the next 13 weeks. The indirect method, built from the forecast P&L and working capital, covers the next 12 to 18 months. Where they overlap, we reconcile them.
No. The platform feeds the systems you run, such as OneStream, Anaplan or Kyriba, with closed actuals and open items, and brings every forecast back next to the actuals.
Yes. The annual plan and every forecast round are kept per entity and cost category, so any round can be compared with the actuals and with each other.
We look at how it is built today, and what a direct and an indirect forecast would take for your group.
Every engagement starts with a fixed-price assessment of four to twelve weeks, typically EUR 15k to 60k. How the assessment works
