Built on Real Conversations, Not Spreadsheets
Back in 2019, we started because someone asked a question we couldn't answer with a straight face. "Why does every budget report feel like archaeology?" They weren't wrong. Financial metrics shouldn't require a decoder ring.
The Problem That Wouldn't Sit Still
A mate running a small manufacturing outfit in Mullingar called one evening. He'd spent three days trying to figure out where his quarterly budget actually went. Not the official version – the real one.
His accountant had given him twelve pages of figures. Beautiful formatting. Completely useless for making decisions about next month's hiring or whether to expand production.
That's when it clicked. Financial performance isn't about prettier charts or more data points. It's about connecting the numbers to what actually happens Monday morning when someone needs to decide something important.
We started sketching out what helpful budget analysis might look like if you pretended executives were actual humans with limited time and specific problems to solve.
What We Actually Believe
These aren't mission statement fluff. They're the arguments we've had internally when deciding how to approach client work.
Context Beats Precision
A budget variance of 8.7% means absolutely nothing without knowing whether that's a seasonal pattern, a one-time event, or the start of something requiring attention. We spend more time understanding the story than perfecting the decimal places.
Questions Before Dashboards
What decision are you trying to make? That's where we start. Not with what data you have or what system you're using. The metrics follow the questions, never the other way around.
Trends, Not Snapshots
Last month's numbers are history. We're more interested in whether your cost patterns are shifting, if revenue predictability is improving, and what your variance trends suggest about next quarter's planning assumptions.
Who Does the Work
Small team. Everyone talks to clients directly. No account managers translating technical people into English.
Linnea Brask
Spent eight years in retail finance before realizing she was better at explaining why budgets failed than making them look prettier. Has strong opinions about forecast accuracy and isn't shy about sharing them. Runs point on most client engagements.
Kasper Rautio
Former operations manager who got tired of financial reports that arrived too late to matter. Builds tracking systems that actually get used. Believes most budget problems are really timing problems in disguise. Handles the technical side without making it feel technical.
How We Actually Work
This isn't a sales process. It's what happens when you work with us, based on what's consistently worked across different types of organizations.
Discovery Through Questions
We sit down and ask what decisions you're struggling with. Not what reports you want – what you're trying to figure out. Usually takes two hours and several coffees. The goal is understanding what "good performance" means in your specific situation.
Metrics That Match Reality
We design tracking that reflects how your business actually operates. If you're seasonal, your metrics acknowledge that. If you have lumpy revenue, we account for timing. This isn't about industry benchmarks – it's about what signals matter for your planning.
Implementation With Your Team
We work alongside whoever currently handles your budgets. Transfer knowledge as we go. Build systems that your team can maintain without calling us every week. Usually takes six to eight weeks to get everything running smoothly.
Quarterly Check-ins
Every three months, we review what's working and what isn't. Adjust metrics if your business has changed. Make sure the analysis still answers the questions you're asking. This isn't support – it's ongoing refinement based on how you're actually using the information.
