Finance Consulting · Govern
We build FP&A capability that leadership uses rather than tolerates: a planning cycle proportionate to the business, driver-based models, a forecasting cadence that is honest, and variance analysis that explains why results moved rather than simply that they did. The emphasis is on linking the plan to the operational drivers that actually move it, so forecasts respond to changes in volume, price and cost. We leave the process documented and owned internally. It matters because a plan that cannot explain its own variances teaches the organisation nothing.
In short
Financial planning and analysis turns plans into numbers and results into insight leadership can act on. Done well, it is a decision-support function rather than a reporting one.
Start a conversationWhat we do
We set a planning calendar and process that is proportionate to the business, rather than a three-month annual ritual that is obsolete on approval. The cycle is sized to the decisions it supports and the data genuinely available. The result is a process the organisation can sustain year after year without exhaustion.
We model on the operational drivers of the business, so the plan responds to changes in volume, price and cost rather than to a static spreadsheet. This makes the plan both easier to update and far easier to challenge. When a driver moves, the consequence flows through automatically and the conversation stays about the business.
We establish rolling forecasts that are updated and used rather than defended as commitments. The point of a forecast is to reflect the latest honest view, not to protect the number agreed months ago. A cadence that rewards accuracy over optimism changes behaviour across the finance function.
We explain variances by driver and cause, with a recommended action attached to each material one. Variance reporting that states the gap without explaining it describes history rather than informing decisions. The discipline is to move every significant variance from observation to action.
What you receive
Documented output your teams keep and can act on without us in the room.
When this work helps
How an engagement runs
Understand the decision, the financial context, and how finance currently operates. We establish exactly what question the engagement must answer, so a business-case review and a process redesign are not confused with one another.
Review the case, processes, controls, and reporting against what the organisation needs to rely on. We report where the numbers and processes are dependable and where they rest on assumptions that will not hold under pressure.
Set out the financial approach, process design, control set, and reporting model. Definitions, ownership, and controls are documented so the improvement does not depend on us remaining involved.
Support implementation, then track cost and benefit against what was approved. We measure realised value against the criteria agreed at the outset, so the decision is held to account rather than forgotten.
Where we work
Fidova provides finance consulting from Delhi, India, and works with organisations internationally, including group structures with entities, currencies, and reporting obligations in more than one country.
Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.
Related services
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Questions
Straight answers to what buyers ask us before an engagement begins.
Enquiries
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Prefer email? contact@fidovaadvisory.com
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