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Managed Service

Planning, Projection & Group Analytics

The managed service that adds multi-entity consolidation, plan-vs-actuals tracking, and rolling projection capability — the complete picture across entities, dimensions, and time horizons.

Built on the Planning & Projections expertise framework.

Group consolidated view on the close schedule

Multi-entity consolidation completed alongside the close cycle. Group P&L, cross-entity comparisons, and consolidated KPIs available by Day 5 — on the same schedule as entity-level packs.

Plan versus actuals tracked every cycle

Every period, actuals are automatically compared to plan and to the rolling forecast. Material variances flagged, attributed to a named owner, and logged before the management meeting.

Forward view updated from observed performance

The rolling 12-month model updated each cycle using actual driver performance. Assumptions reviewed against evidence. Scenario triggers monitored. The plan stays connected to reality as conditions change.

What goes wrong without this

The gaps this discipline closes.

Group consolidation is a manual process that takes two weeks after individual entity closes — meaning group management never has the full picture when decisions are made.

Plan-vs-actuals comparison is done in spreadsheets that must be rebuilt each period because the budget file and the actuals file use different structures and hierarchies.

Different entities use different charts of accounts, cost centre structures, or reporting hierarchies — making cross-entity comparison unreliable without manual mapping every month.

Multi-currency translation is done manually, and exchange rate effects are not separated from operational performance in the group view.

Reforecasting takes longer than the period it covers. By the time the updated projection is complete, the next month has already started and conditions have changed again.

The budget was built once at the start of the year. By month four, it no longer reflects the business reality — but there is no process for revising assumptions systematically.

Service diagram

Group analytics architecture: entity-level reporting feeds a consolidation layer, which connects to a plan-vs-actuals comparison and a rolling forecast model, with scenario architecture alongside.

AI generation prompt

Clean flat diagram on white background. Left column: three 'Entity' cards (Entity A, Entity B, Entity C) with arrows pointing right to a 'Consolidation' block in the centre. From consolidation, two arrows point right: one to 'Plan vs. Actuals' comparison block, one to 'Rolling Forecast' block. Below forecast: 'Scenario Architecture' with two scenario branches. Brand palette: teal #07BEB0 and purple #774BE5. No decorative elements. Clean sans-serif typography.

The control system

The Planning, Projection & Group Analytics Engagement

Six structured phases that add multi-entity consolidation, planning infrastructure, and forward-view analytics on top of the reporting and performance foundations.

01
Consolidation Architecture

We design the consolidation structure: entity mapping, intercompany elimination logic, currency translation methodology, and the governance process for hierarchy changes. Built once, operated every cycle.

02
Planning Infrastructure Design

We build the planning framework: budget structure, driver-based projection model, assumption documentation, and the version control process for updates. The model is structured around the business drivers identified in performance analysis.

03
Group Reporting Layer

We add the group consolidation layer on top of the entity reporting foundation — sharing the same cadence, data model, and governance. Group pack available on the same schedule as entity packs. No separate consolidation sprint.

04
Plan vs. Actuals Integration

We connect the planning infrastructure to the actuals data model — so every period, actual performance is automatically compared to plan and forecast at the level of individual drivers, not just P&L line items.

05
Rolling Forecast Operation

We operate the rolling 12-month forecast: integrating actuals each cycle, reviewing driver assumptions against observed performance, and flagging material assumptions for formal revision through the governance process.

06
Scenario and Projection Support

We maintain the scenario architecture — documenting triggers, running scenario calculations as conditions change, and producing the forward view pack alongside the monthly actuals. Assumptions governed, versioned, and traceable.

Read the full framework

Detailed descriptions, quality metrics, governance areas, and system connections

Planning, Projection & Group Analytics

A single-entity view of what happened is not enough when the business operates across multiple entities, currencies, or planning horizons. Planning, Projection & Group Analytics adds three capabilities to the controlling stack: consolidated group reporting, plan-vs-actuals tracking, and a rolling forward view that stays connected to actual performance.

This is the third capability layer of the Finance Decision Operating System. It brings all four expertise pillars — Governance, Reporting, Performance Analysis, and Planning & Projections — into full operation.

What the Service Covers

Group consolidation: Multi-entity P&L, balance sheet summary, and KPI consolidation — with intercompany eliminations applied, currency translation governed, and hierarchy changes controlled through the change management process. Delivered on the same schedule as entity-level reporting.

Plan-vs-actuals tracking: Automatic comparison of actuals against the approved budget and the current rolling forecast, at the level of individual drivers. Material variances flagged and attributed to named owners each cycle — not accumulated and reviewed quarterly.

Rolling forecast: A driver-based 12-month rolling model, updated each cycle from actual performance. Assumptions reviewed against observed evidence. Material assumption changes governed through the formal revision process — versioned, attributed, and logged.

Scenario architecture: Documented scenario conditions, trigger levels, and activation owners. Scenario calculations maintained and updated as market conditions change — so the forward view responds to reality, not just to the passage of time.

Who This Is For

Planning, Projection & Group Analytics is designed for two organisational profiles that often coincide.

Multi-entity organisations: Groups with two or more legal entities requiring consolidated reporting. Multi-currency operations. Cross-entity performance comparison. Currently relying on manual consolidation that runs weeks after individual entity closes.

Planning-mature single entities: Organisations with a stable reporting foundation and performance analysis capability that are ready to add a forward-looking control layer — budget, rolling forecast, plan-vs-actuals tracking — on top of the existing analytical infrastructure.

Decision-makers: Group CFO or Finance Director responsible for consolidated group reporting. Board or audit committee requiring forward-looking commitments with documented assumptions and change governance.

What This Service Builds On

Planning, Projection & Group Analytics requires both the Financial Reporting foundation and the Performance & Profitability layer. The planning model is driver-based — meaning it uses the drivers identified in performance analysis as the primary inputs to projections. Without observed-driver data, the forecast reverts to trend extrapolation.

Where the preceding service layers do not exist, they are established as part of the engagement scope.

Multi-Entity and Planning: One Scope

Multi-entity consolidation and planning variance analytics are introduced at the same service level — not sold separately. The reason is structural: both require a governed data model that maps entities, hierarchies, and time periods consistently. Building one without the other creates a half-built control system with predictable gaps.

The Engagement Model

The engagement begins with a consolidation and planning diagnostic: mapping current entity structures, identifying hierarchy gaps, establishing what planning infrastructure exists, and defining the scope of the forward-looking model.

Consolidation architecture and planning infrastructure are designed and built as an integrated layer on top of the reporting and performance foundations — sharing the same data model and cadence calendar.

Ongoing operation runs every cycle: consolidation completed with the close, plan-vs-actuals comparison published with the management pack, rolling forecast updated from actuals, and scenario calculations refreshed as conditions warrant.

Next Capability Layer

When group analytics and forward-looking control are operating reliably, the natural next step is comprehensive managed controlling: all four pillars at full depth, with proactive insight delivery and deep integration with the management and board decision cycle.

That is the scope of Managed Financial Controlling .

Next Steps

Expertise Foundation

Built on the Planning & Projections discipline

The Planning & Projections expertise area defines the discipline of forward-looking control — driver-based models, rolling forecasts, scenario architecture, and assumption governance. This service implements and operates that framework, alongside multi-entity group consolidation.

Planning & Projections

Methodology, framework, and quality standards — the discipline this service implements.

Other Services

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Financial Reporting

Management reporting infrastructure operated by Onetribe: governed close cycle, documented KPI framework, and management pack delivered on Day 5, every cycle.

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Performance & Profitability

The managed service that adds performance driver insight to your reporting foundation — profitability by product, customer, and channel, with variance decomposition and margin analysis operated every cycle.

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Managed Financial Controlling

A comprehensive external finance controlling function — the complete Finance Decision Operating System, operated continuously by Onetribe, integrated with your management and board decision cycle.

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Professional Services

Project-based finance engagements for specific analytical needs — M&A support, business valuation, financial modelling, and strategic finance initiatives scoped and delivered independently of the core controlling service.

Let's go!

Get the group view — and keep the plan connected to reality

We design and operate the consolidation infrastructure, rolling forecast model, and plan-vs-actuals tracking that give management a clear group picture every cycle — without a two-week consolidation sprint.

Discuss your situation