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Driver architecture.
Define the revenue, margin, labor, capacity, cash, and pipeline drivers that actually move the business.
StackedCFO builds the operating cadence behind forecasting, KPI reporting, variance analysis, board packs, lender reporting, and executive narrative. The objective is not more dashboards. It is a finance rhythm that lets management see what changed, why it changed, and what to do next.
Board-readyThe problem is usually not PowerPoint. It is the absence of a repeatable finance operating system under the presentation.
Forecast updates explain the past instead of improving the next decision.
The company reports what is easy to export, not what predicts the business.
Slides are assembled after the story is already stale and disputed.
Covenants, liquidity, and cash needs become a scramble instead of a managed cadence.
A board pack is the artifact. The real product is the financial discipline that produces it every month.
Define the revenue, margin, labor, capacity, cash, and pipeline drivers that actually move the business.
Build or repair the forecast model so actuals, budget, scenario cases, and cash all speak the same language.
Create repeatable bridges for revenue, gross margin, EBITDA, cash, working capital, and headcount.
Turn monthly reporting into decision infrastructure, not accounting archaeology.
Write the story the numbers support: what changed, what matters, what management is doing next.
Use AI-native workflows to draft variance commentary, issue lists, and executive summaries faster, with human judgment on top.
The deliverables are designed to survive executive questions, lender scrutiny, and the monthly reality check.
Board PackExecutive summary, financial bridge, KPI dashboard, risk items, and decision agenda.
Forecast ModelRolling forecast, budget bridge, scenario cases, cash visibility, and ownership map.
KPI TreeMetrics by function, owner, cadence, source, definition, and management use case.
Variance EngineMonthly variance analysis with structured cause, owner, action, and expected impact.
Cadence CalendarClose-to-reporting timeline that aligns accounting, FP&A, management, lenders, and board dates.
The goal is simple: no fresh analysis should be happening for the first time the night before the board meeting.
Close inputs, validation, reporting refresh, and first-pass variance capture.
Driver bridges, forecast update, cash refresh, and management issue list.
Executive commentary, risk framing, KPI review, and decision agenda.
Final pack, pre-reads, follow-ups, lender files, and action tracking.
Build the cadence that turns reporting from monthly theater into operator-grade decision support.