Controllership that delivers a budget, management income statement and indicators in time to act.
A spreadsheet that only closes after the month is over does not help you decide.
Other areas of this practiceManagement
What we do
What is included in Controllership
Budget and forecast
Month-by-month variance tracking.
Management income statement (DRE)
The month's results organized for management, with indicators by area, product or business unit.
Costing and pricing
Contribution margin by product, customer or channel.
Internal controls
Risk matrix for companies with investors.
Board pack
Monthly report package for the board and investors.
How it works
How the work happens
- 01
Assessment of indicators
What already exists, what is missing, what is wrong.
- 02
Model design
Management chart of accounts, budget structure and costing.
- 03
Implementation
First management income statement and first formal budget.
- 04
Monthly routine
Management close, variance analysis, board pack when applicable.
- 05
Annual model review
Indicators adjusted as the company grows.
Who it is for
Who this area is right for
Getting started
A company that still decides by gut feel and needs a management income statement and a formal budget for the first time.
Growing
Costing by product or channel, indicators by business unit.
Large companies
Multi-unit consolidation, risk matrix and board pack for the board of directors.
In the ecosystem
What connects to this area
CFO as a Service
Controllership organizes the data; the fractional CFO uses that data to make decisions with the owner.
Technology
The financial portals Veltis itself is developing will help replace the spreadsheet that arrives late with up-to-date indicators.
Fundraising
A board pack and consistent indicators are the kind of material that investors and financial institutions usually ask for before moving forward.
Frequently asked questions
Questions from anyone evaluating
What is the difference between an accounting income statement and a management income statement?
The accounting one follows tax and corporate-law requirements. The management one is organized in the way that helps you decide: by product, channel or cost center.
Do I need a BI system (indicator dashboards) to have controllership?
It is not a prerequisite. We start with a structured spreadsheet and the model evolves as the company's needs require.
Is controllership for small companies, or only for mid-sized and large ones?
It suits companies of any size that already have a significant decision to make. The model is scaled to the size of the company.
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