Set the goals, trust the numbers, steer on them.
The three steps belong together, but you don’t have to take all three at once. It usually starts with one concrete bottleneck and grows from there.
Goals and budgeting
A budget agreed in December and already wrong by March steers nothing. And forty KPIs are not management information, they are an inventory. At Home of People I did exactly this: building OGSMs, rolling out the budget cycle across five business units, and setting impact goals for CSRD reporting.
What I do
- Building OGSMs: translating strategy into goals, measures and actions per business unit
- Setting up or rebuilding the budget cycle, including across several business units at once
- Defining impact goals, including what CSRD requires of you
- Coaching management and budget holders on their targets and the levers behind them
What it delivers
A set of goals the management team actually agrees on, a budget process that isn’t reinvented every year, and budget holders who know what they are measured on.
Sounds familiar if: the budget only lives inside finance, or nobody can say in one sentence what this year is being steered on.
By 2027 we are the best-rated partner for technical staffing in the Randstad, at a margin that funds its own growth.
- Revenue€18.0M / €20.0M
- Gross margin38.2% / 40.0%
- Customer satisfaction (NPS)41 / 50
- Absenteeism4.8% / 4.0%
- 01Grow within existing accountsshare of revenue from top-20 clients
- 02Restore pricing discipline% of contracts below the floor rate
- 03Structurally reduce absenteeismdays absent per FTE
Reliable numbers and controls
Decisions on wrong numbers cost more than no decisions. My audit background tells me which reconciliations matter and where things actually break. We don’t build those checks as a Word checklist, but as a script that runs and leaves its own evidence behind. With an overview of where the close stands.
What I do
- Risk analysis of the close process: where it can break, and where it does
- Automating the controls: VAT reconciliations, tie-outs between the operational, payroll and financial systems, intercompany, eliminations
- A controls dashboard showing per month what ran and what deviates
- Invoicing and reconciliation processes that run on their own and produce Excel files that are easy to read and to check.
- Teaching the team to run and maintain the controls themselves, and to resolve what they find
What it delivers
A shorter monthly close, numbers nobody argues about, and a file that is simply ready when due diligence starts.
Sounds familiar if: the close drags on, errors only surface at year-end, or an acquisition is on the horizon.
- Bank reconciles to general ledgerbank.csv · ledger0 differences
- Receivables reconcile to subledgerAR subledger · GL 13000 differences
- VAT return reconciles to revenueGL 8000-8999 · return€12 rounding
- Work in progress older than 60 daysproject administration3 projects · €84,200
- Payroll journal reconciles to payroll systempayroll · GL 4000-40990 differences
- Delivered orders have been invoicedoperations · invoicing11 orders · €9,340
- python reconcile.py --month 2026-08
- 1,248 invoices loaded from the ledger
- 1,311 delivered orders loaded from operations
- matching on customer, order number and period
- 1,248 orders matched
- 63 delivered, never invoiced · €48,210
- report written to controls/2026-08.xlsx
Insight and steering
Most dashboards show what happened. A useful one puts target and last year next to it, and makes clear what the conversation should be about. Connecting financial to operational data brings out what is actually driving a good or a bad result.
What I do
- Power BI models that bring financial and operational sources together, from the ledger in Exact Online through to the report.
- Anchoring dashboards in the monthly rhythm, the reward structure and the reporting
What it delivers
One place where everyone sees the same numbers, days a month less manual work, and input for price negotiations you didn’t have before.
Sounds familiar if: reporting is assembled by hand, or everyone has their own Excel with their own truth.
Revenue vs. budget and gross margin %
Variance analysis by entity
| Entity | Revenue | Δ budget | Billable hours | Revenue per hour | Drill through |
|---|---|---|---|---|---|
| Consulting NL | €4.10M | +6.2% | 24,180 | €170 | |
| Secondment NL | €3.45M | +1.8% | 38,420 | €90 | |
| Managed services NL | €2.10M | −7.4% | 21,960 | €96 | |
| Consulting UK | €1.75M | +3.1% | 9,740 | €180 |
Open a row to drill through to the underlying entries and the invoice itself.
What an engagement usually looks like.
Intro call
Half an hour. You explain where it hurts, I ask a few inconvenient questions. After that we both know whether it fits.
Quick scan
A short analysis of your process, numbers and risks. You get a concrete list of what there is to gain and roughly what it costs.
Build and hand over
Project-based or interim. I deliver working solutions plus documentation, and train your team so it runs without me.
Mostly remote, with fixed days on site when the project calls for it. Rates on request, depending on scope and duration.
What do you want to steer better?
Tell me briefly what you’re running into. I reply within one working day, even when I think someone else is a better fit.