Service
Management reporting and financial controlling
I build what the accounting system does not offer: a management P&L, dashboards and reports generated from data rather than typed by hand. One page, one decision — and drill-down from every figure to the ledger entry, should anyone want to check.
When it makes sense
- Excel has stopped being enough: 40-sheet files nobody but the author understands.
- The monthly report takes a week, the close three, and the board gets figures from a quarter ago.
- Several companies or branches to compare with one method.
- An investor or bank requires reporting that did not exist before.
- A budget and forecast that should compute themselves rather than be retyped every quarter.
How I work
- 1One source: the ledger exportThe report is built from ledger entries (trial balance, journal) through an explicit mapping of accounts to management lines. A change in the ledger changes the report; the report never has a number the ledger does not.
- 2The management P&LRevenue → variable costs → contribution margin (CM I) → direct fixed costs → segment result (CM II) → indirect costs → EBITDA → EBIT → net result. Break-even and margin of safety computed from the same account, every month.
- 3Ten control areasReceivables, payables, inventory, cash, personnel cost, allocation, margin, debt, assets, budget versus actual — each with a closing check (sum of segments = P&L, the balance sheet balances) and a threshold at which the report raises its own hand.
- 4Dashboard, report, presentation — from one modelThree forms, one number. An HTML dashboard for the board (works on a phone), a PDF report for the archive, a presentation for the meeting — generated by script, in Polish and French, no retyping. The rule: one page = one decision, a neutral palette, a caption next to every number.
- 5Documentation and a register of pitfallsEvery tool comes with instructions and a register of what went wrong during the build and why. An analysis must outlive its author — one of my rules, not decoration.
What you get
- A reporting model in Excel on live formulas with an account map — refreshed from a ledger export within an hour.
- A management dashboard and monthly report generated by script (PL/EN/FR), with drill-down to the entry.
- A budget and forecast in the same structure — actual versus plan without retyping.
- Documentation, a register of pitfalls and team training so the tool works without me.
Frequently asked questions
Excel or Power BI?
Excel on live formulas is the foundation — everyone in the company can open and check it. Power BI or an HTML dashboard comes in where the report must refresh automatically and be viewed by many people. The decision depends on who reads it and how often; not on fashion.
Can the report be refreshed without you?
That is the delivery condition: the accountants load the export, the model recalculates, closing checks say whether the data is complete. I leave instructions, a register of pitfalls and training. If the tool needs me every month, it is not finished.
How many items should a board report have?
On the first page — fewer than ten: revenue, contribution margin, EBITDA, cash and weeks to threshold, overdue receivables, break-even with margin, budget execution, one number from each area currently “lit”. The rest is for drilling, not reading.
Do you also build reports for foreign-owned companies?
Yes — reports and dashboards in Polish and French or English generated from the same model, for owners who read the result of a Polish subsidiary from abroad. Reconciling Polish books with group expectations is a separate, frequent topic.
Let’s talk about your situation
Write a few sentences about the company and the problem. I reply within two working days and the first conversation is free.
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