A decision framed sharply, grounded in evidence and carried through to results.
01
RIGOUR
Every recommendation rests on evidence we can show and assumptions we have tested.
02
PACE
Senior teams, short cycles and early wins that build momentum for the larger change.
A single-family office with operating businesses and a diversified investment portfolio relied on manual spreadsheets and month-end heroics to understand its position.
ENGAGEMENT OVERVIEW
The situation
Reporting arrived late, differed by source and depended on a small number of people. The principals wanted a single, reliable view of liquidity, performance and risk across entities — and the ability to ask questions without waiting for the next pack.
What we did
We defined the decisions the reporting needed to support, designed the data model and chart of accounts across entities, selected tooling on a vendor-neutral basis and rebuilt the month-end process with clear ownership. Automation was applied to reconciliation, consolidation and standard reporting.
The outcome
The office moved to a consolidated, reconciled monthly view produced in days rather than weeks, with consistent definitions across operating and investment entities and a documented process that no longer depended on individuals.
Agreeing definitions — what counts as liquidity, how performance is measured, which entities roll up where — resolved more of the problem than any piece of software.
The automation was deliberately conservative: reconciliations remain visible and reviewable, so the principals and their auditors can trust every number they see.
Identifying details have been removed at the client's request.
WHAT IT TOOK
Good reporting is a governance decision first and a technology decision second.
Performance Reporting Rebuild for a Family Office
The principals gained a single, trusted picture of the family's position — on time, every month, and independent of any one person.
