Most management teams do not have a reporting problem. They have a numbers-they-trust problem. We rebuild the analysis layer that sits between the bookkeeping and the boardroom, so the people making the decisions are reading the business, not the format.
When clients come to us
The trigger is usually a moment of doubt. A board pack that doesn't reconcile to the bank balance. A new CFO who wants to understand inherited reporting before signing off on a forecast. A bank or investor asking for figures that the current chart of accounts cannot produce cleanly. We are typically asked in when leadership has lost confidence in the monthly read of the business.
How we work
A senior advisor sits with the finance team for the first week, walks the data flow end to end and identifies where the numbers stop being reliable. From there we rebuild only what needs rebuilding — usually the management P&L, the cost-allocation logic and the variance commentary. We work in your existing systems where possible and avoid creating reporting that depends on us to maintain.
What we deliver
- Restated management P&L with auditable cost allocations
- Monthly reporting pack template, signed off by leadership
- Variance commentary framework and review cadence
- KPI dashboard tied to the underlying ledger
- Documentation of close process and ownership
- Handover note for the in-house finance team
Typical engagement
Engagements run six to ten weeks. On our side, a senior advisor leads with one analyst. On the client side, the CFO or finance director is the day-to-day counterpart, with the CEO involved at two formal review points. We design the close timeline jointly with the team that will own it after we leave.
Why CGLA
We do not sell software and we do not staff junior teams onto reporting work. The advisor who scopes the engagement is the one in the meetings. We build reporting that the in-house team can run without us, which is unusual in a market where reporting projects often outlast the original sponsor.
