FP&A built like an extension of your team.
Undefined processes, disconnected systems, and weak strategic partnership cap what FP&A can deliver. CFGI brings trusted advisors, an operator mindset, and flexible engagement that fits how your team actually works.
Most finance organizations are constrained by the same four limits.
Undefined processes, disconnected systems, and weak strategic partnership cap the value FP&A can deliver. Our practice maps directly to the four places those constraints live: process, reporting, business support, and data and technology.
Operational challenges
Undefined processes and workflows. Minimal stakeholder collaboration. Slow alignment between Finance and the business.
Reporting & analysis
Slow preparation. Insights that miss the mark. Stakeholder needs the current reporting doesn’t meet.
Business support
FP&A sits apart from operations, with limited visibility into the drivers shaping performance.
Data & technology
Fragmented data sources. Overreliance on Excel. Manual-error risk in close, reporting, and forecasting.
FP&A support across planning, forecasting, partnering, reporting, and interim execution.
CFGI acts as a seamless extension of your finance team. We modernize FP&A across strategy, planning, partnering, reporting, technology, and interim execution, with senior expertise to step in and the operator mindset to stay close to the business.
Strategic Planning & Budgeting
Structured annual operating plans aligned to strategy. Milestones, ownership, and accountability built into the cycle.
Forecasting with Accuracy & Speed
Accurate, timely inputs paired with dynamic, informative outputs. AI-aided forecasting and rolling models when they fit.
Cross-Functional Partnering
A shared language between Finance and operations. Business partners actually own their numbers and the conversations they drive.
Quality Reporting & Insights
Unified data. Standardized reporting. Real-time insights that reach leaders when decisions are being made.
Interim & Managed Services
On-demand FP&A capacity, from analyst-level support to interim Director of FP&A, VP Finance, and CFO leadership.
Strategic Planning & Budgeting
- 3-Statement Financial Model
- 13-Week Cash Flow
- Reporting Package
- Budget & Forecast Process
Forecasting with Accuracy & Speed
- Strategic Planning (3-to-5 year LRP)
- KPI Development & Benchmarking
- Value Creation / Synergy Measurement & Tracking
Cross-Functional Partnering
- FP&A Stand-Up
- Interim Support
- Managed Services
- Supply Chain Finance
Quality Reporting & Insights
- FP&A IPO Maturity Assessment
- EPM Assessment & Implementation
- Dashboards & Analytics
- Process & Model Automation
FP&A Stand-Up
Process architecture, team design, tool selection, and operating cadence. We build the function alongside your team so it runs by go-live and survives the handoff.
Typical engagements define the Budget, Forecast, and Long-Range Plan calendar, build dynamic models, and establish stakeholder templates.
Interim Support
Fill gaps in capacity or skillset with experienced FP&A specialists. Roles range from financial analyst through interim Director of FP&A, VP Finance, and CFO.
Senior consultants step in to own deliverables while the in-house team gets backfilled and ramped in parallel.
Managed Services
Outsourced execution of defined Finance deliverables. The right answer when handing a workstream over and getting time back.
Scope sizes to the business and gets revisited as priorities shift, with senior oversight from FP&A Advisory leadership.
Trusted advisors with an operator mindset.
Our FP&A Advisory practice is built around senior consultants who have done the work: leading FP&A at Fortune 50 companies, scaling functions for private-equity portfolios, and standing up FP&A from scratch for growth-stage businesses.
Built to operate as an extension of your team.
- Operator mindsetSenior leaders who have owned the seat, including FP&A leadership for a Fortune 50 business unit with about $10B in revenue and a 15-person team.
- Trusted advisorsEngagements that span CFO through analyst level, with experience supporting startups through Fortune 500 organizations.
- Flexible engagementFP&A Stand-Up, Interim Support, and Managed Services models that flex with your timeline and priorities.
- Private-equity readyDeep experience supporting sponsor-backed companies on value creation, performance reporting, and the analyses lenders and boards expect.
- No audit restrictionsIndependent advisory support, free of audit-firm independence constraints. We move at the speed of the business.
Practical help for the planning, forecasting, and reporting issues slowing FP&A teams down.
Undefined processes and workflows
FP&A cycles run without clear milestones, ownership, or a shared calendar. We define the cadence, build the templates, and bring Finance and the business back into the same room with shared accountability.
Slow, manual reporting
Reporting prep consumes the cycle and crowds out actual insight. We rebuild the package, standardize data sources, and get accurate, board-ready reports to leaders on time.
Limited visibility into drivers
Forecasts overlook the operational drivers shaping performance: volume, mix, capacity, pricing. We rebuild models around the actual economics of the business so leaders can see, and act on, what moves the number.
Fragmented data and Excel sprawl
Data lives in disconnected systems, with overreliance on manual workbooks and constant error risk. We consolidate, cleanse, and structure data so reporting and forecasts can actually be trusted.
Disconnected business partnering
FP&A sits separate from operations and never earns the trusted-advisor seat. We install the partnering model using a PMO approach where helpful.
Misaligned tools and EPM tech debt
Forecasting and consolidation tools don’t match the business’s complexity. We handle EPM assessment, vendor selection, and implementation, and we help your team actually adopt them.
FP&A work with measurable outcomes.
FP&A work, told in full.
FP&A Stand-Up for an exterior home remodeler
$1B Revenue · FP&A Stand-UpScenario
No formalized FP&A procedures. No forecast. Long, late budget cycles. Finance and business partners didn’t collaborate on budget assumptions.
Action taken
Defined milestones, ownership, and a calendar for the Budget, Forecast, and Long-Range Plan. Built templates for partner inputs and P&L alignment. Developed automated, dynamic models that connected business assumptions to financial outputs.
Outcomes
- Budget completed on time and aligned to company strategy.
- Stronger collaboration with and accountability from business owners.
- Client now forecasts throughout the year using a dynamic model and repeatable process.
Pre-IPO KPI benchmarking for an insurance broker / FinTech
$5B Revenue · IPO ReadinessScenario
Unclear on which non-GAAP KPIs to disclose pre-IPO. Historical data needed evaluation against industry-standard KPIs. Siloed systems and static reporting made cohesive, timely insights hard.
Action taken
Benchmarked peer SEC filings to identify five prevalent non-GAAP KPIs. Built client-specific KPI templates and historical reporting reconciled to GAAP metrics. Stood up automated Power BI dashboards with unified data and visualizations.
Outcomes
- KPI benchmarking framework and tools guided non-GAAP selection.
- Process documentation and Excel backup prepared the client to run reporting independently.
- Automated, accurate dashboards gave stakeholders faster, more reliable decisions.
FP&A Stand-Up for a milestone-billing manufacturer
$25M Revenue · FP&A Stand-UpScenario
Revenue recognition deficiencies and inaccurate tracking of deferred revenue. Inefficient cash management driven by complex milestone billing cycles. Misaligned cash flow expectations between the PE sponsor and management.
Action taken
Built a 3-Statement Model with percentage-completion logic. Delivered a 13-Week Cash Flow tool tracking deposits and prepayments. Designed a Reporting Package that translated milestone data into digestible financial metrics.
Outcomes
- Accurate revenue recognition reflecting actual project status.
- Cash forecast confidence let management proactively fund prepayments.
- Data-driven Board discussions aligned PE and management on cash expectations.
Connect with CFGI’s FP&A Advisory leaders.
Amy Cohn
Partner, FP&A Advisory
15+ years building, scaling, and leading FP&A organizations, including FP&A leadership for a Fortune 50 business unit with ~$10B in revenue.
Darnell Rose
Managing Director, FP&A Advisory
20+ years in finance transformation and performance improvement, with a focus on business partnering and KPI development inside FP&A.
Crawford Powell
Managing Director, FP&A Advisory
20+ years helping CFOs modernize finance organizations, with deep focus on private-equity-backed and mid-market businesses.
Ready to modernize your FP&A function?
Let’s talk about the planning, forecasting, partnering, and reporting work your team needs to execute next, whether that’s an FP&A Stand-Up, Interim Support, or a Managed Services engagement.