What we actually do, in the order we do it.
Meanwhile half the measures in it have drifted: “gross margin” means something different in the sales deck than in the accounts, and nobody has noticed because nobody wrote the definition down.
The pack answers four questions and stops: what happened, why it happened, what it means for the next ninety days, and what needs deciding. It is issued with a written interpretation — not a commentary tab, an actual written view — so the meeting starts at the decision instead of the arithmetic.
Every measure gets a one-page definition: the numerator, the denominator, the source, and who owns it. That sounds bureaucratic until the first time two people stop arguing about whose number is right.
Board reporting is prepared and presented. The person who built the pack sits in the meeting and answers for it.
What you can do afterwards that you cannot do now.
Hold a board meeting that spends its time on the two real decisions.
Give a lender the same pack you use internally, without a special version.
Onboard a new director in one sitting.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
Nobody arrives asking for a workstream.
“The month-end close takes three weeks”
“My lender is asking for more than I can give them”
“I do not know which customers actually make money”
“My finance person is leaving”
“Our board meetings do not produce decisions”
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.