Results, in writing.

Forecasting lived in a chain of spreadsheets; every cycle consumed the FP&A team for two weeks and still arrived stale.

An AI-assisted driver model on cleaned actuals, with an automated board pack and a review cadence the CFO owns.

3-day cycle, same team. Board materials assemble overnight. Variance questions answered in the meeting, not after it.

Every function kept its own numbers. Leadership meetings started with reconciling versions instead of deciding.

One KPI dictionary, one Power BI layer on governed data, automated refresh — and the other 32 reports retired.

One version of the truth. Roughly 30 analyst-hours a week returned to analysis instead of assembly.

AP ran on manual entry and email approvals across sites. Errors surfaced at month-end, when they were expensive.

An extraction-and-matching agent with human review only on exceptions, plus usage rules the controller signed off.

80% of invoices flow straight through. Exceptions land in one queue with the evidence attached.

Post-acquisition, priorities multiplied faster than owners. Progress reporting to the sponsor took days each month.

Value-creation priorities ranked against the data, five workstreams with named owners, and a weekly cadence with automated status.

All five workstreams on plan at day 100. Sponsor reporting produced in hours, from the tracker, not from memory.