Advisory
Senior advisory where finance, technology and AI meet.
We work with the executives who own the outcome. The aim is to define where they are going, choose the right capabilities, put in the governance needed to deliver, and recover programs that have gone off track.
Practice 01
Finance Transformation
Finance transformation from strategy and roadmap through design, delivery and value realization, with particular depth in Oracle EPM and ERP.
Typically for: CFOs, Controllers, Finance Directors and finance transformation leads.
- Planning (EPBCS)
- Financial Consolidation & Close (FCCS)
- Profitability & Cost Management (PCM)
- Enterprise Data Management (EDM)
- Account Reconciliation (ARCS)
- Narrative Reporting
- Oracle ERP
What we do
- Finance transformation strategy, roadmap and business case
- Finance operating model and process design
- Enterprise performance management: planning, forecasting, consolidation and close, profitability and cost management, reconciliation, reporting
- Oracle EPM and ERP program leadership and platform selection support
- Executive design reviews and scope assurance
- Benefits ownership and value-realization tracking
Questions we help answer
- Is our EPM or ERP roadmap sequenced around the decisions finance needs to make?
- Is the design right before we commit the build budget?
- Who owns the benefits, and how will we know they arrived?
- Where can AI genuinely improve planning, close or reporting, and where is it premature?
Practice 02
AI Governance & Transformation
Governance that lets the business act. We define where AI can move fast, where humans must stay accountable, and which controls have to scale with the risk.
Typically for: CEOs, CFOs, CIOs/CTOs, risk leaders and transformation offices adopting AI in core processes.
- Governance Before Configuration
- Decision Trust Test
- EU AI Act
- ISO/IEC 42001
- NIST AI RMF
What we do
- AI operating model, ownership and accountability
- Use-case governance, risk tiering and portfolio decisions
- Decision-level authority: act autonomously, with human approval, advise only, or not yet
- Controls for data, validation, explainability, override rights, monitoring and fallback
- Mapping to the EU AI Act, ISO/IEC 42001 and the NIST AI RMF
- Adoption, workforce change and executive reporting
Questions we help answer
- Which decisions can AI support today, and with what level of authority?
- Who owns the output, and where is the audit trail?
- Which pilots should we accelerate, restructure or stop?
- What has to be true before this use case can scale?
Practice 03
Program Advisory & Recovery
Independent, senior oversight for complex enterprise programs, and a clear path back when one has gone off track.
Typically for: Executive sponsors, steering committees and boards overseeing high-visibility, time-critical initiatives.
- Health checks
- Recovery
- Steering & governance
- Vendor oversight
- Scope assurance
What we do
- Independent program health checks
- Recovery assessment and re-baselined plans
- Executive governance and steering design
- Vendor and systems-integrator oversight
- Scope integrity, risk management and stakeholder alignment
- Decision registers that turn findings into owned actions
Questions we help answer
- Is this program actually on track, and how would we know?
- What is the real root cause behind the symptoms we see?
- Does our integrator's plan match the outcome we are paying for?
- What decisions does the steering committee need to make now?
Selected transformations
See the practices in action.
Consolidation, planning, cost modeling and finance operations engagements our founder led or delivered.
Ways to engage
Structured around the decision, not the hours.
Executive Diagnostic
A focused assessment that gives leadership a clear, evidence-based view of readiness, priorities and risks.
Program assurance
An independent health check or design review at a critical point in a program.
Recovery
Senior support to stabilize and re-plan an initiative that has lost its way.
Advisory retainer
Ongoing senior counsel to executive sponsors through governance and execution.
Discuss an advisory engagement.
Share the context. We'll respond with a view on fit and a proposed starting point.