Stop Rebuilding the Same Pack Every Month.
Design a Reporting Model That Holds.
We work with finance teams to redesign their reporting and decision-support layer - target board packs, KPI scorecards, drill paths, governance - on top of the systems you already use.
| Region | Revenue | Margin | Status |
|---|---|---|---|
| EMEA | Sample | Sample | Designed |
| Americas | Sample | Sample | Designed |
| APAC | Sample | Sample | In review |
| Group | Sample | Sample | Draft pack |
Concept layout for discussion only. Numbers, regions and KPIs are reshaped for each engagement.
Concept layout for discussion only. Numbers, regions and KPIs are reshaped for each engagement.
A four-step engagement, not a product rollout.
Every reporting engagement follows the same structure. The deliverables shift with your stack and reporting maturity.
Map current reporting, packs, lineage and pain points.
Define target board packs, KPIs and drill paths with finance.
Build concept dashboards on representative data.
Implement on the chosen stack, with handover and governance.
Finance teams spend most of the close cycle reassembling the same numbers.
Every month, the same Excel files, the same PowerPoint decks, the same numbers manually re-stitched. The four patterns below explain why - and where the redesign has to start.
Report factories
Finance teams spend most of the cycle reassembling the same numbers in Excel and PowerPoint, every month.
Disconnected views
Actuals in the ERP, budgets in a planning tool, forecasts in spreadsheets. Each board pack is a manual reconciliation exercise.
Slow turnaround
Numbers arrive late in the week and questions arrive on Monday. Credibility is eroded by every late iteration.
No usable drill path
When a board member asks why margin moved, finance needs hours and three spreadsheets to reconstruct the answer.
Where reporting design tends to add the most value.
Each engagement focuses on one or two of these use cases at a time. Concept dashboards are built for the use case under design - not as a generic showroom.
Board & management packs
Co-design the target monthly and quarterly pack: structure, narrative, KPIs and supporting schedules - driven from a single agreed source of numbers.
KPI scorecards
Define the KPIs that actually drive decisions, agree owners and thresholds, and shape scorecards aligned with strategy and incentives.
Self-service analysis
Design how finance and business users explore data without IT - dimensions, hierarchies, allowed slices - in a controlled, governed way.
Drill paths & lineage
Design the path from board KPI back to source transaction. Define what 'good' lineage looks like before choosing where it will live.
Statutory & regulatory views
Frame statutory and regulatory reporting as views over the same agreed numbers - IFRS, local GAAP, sector-specific filings - with shared governance.
Reporting governance
Design the controls around reporting: ownership, validation rules, approval workflows and access - so the same numbers are trusted by everyone who reads them.
What we actually design with you.
These are the dimensions a reporting redesign has to address. The output is a target reporting model and a set of concept dashboards, not a list of features.
Audience & purpose
Who reads each report, what decisions they take, and what level of detail genuinely supports those decisions.
Information architecture
Pack structure, ordering, narrative blocks and the relationship between summary KPIs and supporting schedules.
Data model
The agreed dimensions, hierarchies and definitions behind every KPI — so the same number means the same thing everywhere.
Drill & lineage
How a reader moves from a top-line KPI down to source transactions and the controls that make that journey trustworthy.
Governance & ownership
Who owns each KPI, who validates each pack, and how exceptions are handled before publication.
Tooling fit
How the designed reporting model is realised on top of your existing BI, planning and ERP stack — without reinventing it.
Examples of the artefacts we co-design.
These are concept views used in workshops. We build similar concept dashboards on representative data so the target board pack can be discussed before any tooling decision.
Concept layout for discussion only. Numbers and structure are reshaped for each engagement.
What changes between today's reporting and the designed model.
We do not promise specific time savings or "X% less effort" up front. We design a clear target state and demonstrate it on representative data; the business case is built from there.
| Area | Current state | Designed target state |
|---|---|---|
| Board pack | Rebuilt monthly in PowerPoint from multiple sources. | Designed pack architecture, reused each cycle on agreed numbers. |
| KPIs | Different definitions across functions, no single owner. | KPI catalogue with definitions, owners and thresholds. |
| Variance commentary | Written ad-hoc, often after the deadline. | Structured narrative blocks tied to specific drivers and drill paths. |
| Drill & lineage | Reconstructed manually when challenged. | Documented drill path from KPI to source transaction. |
| Governance | Implicit, dependent on individuals. | Defined ownership, validation, approval and access model. |
Common questions
No. Riicu is a finance-led design partner for reporting and decision support. We co-design the target reporting model - packs, KPIs, drill paths, governance - and demonstrate it through concept dashboards on representative data. Implementation can land on the BI, planning and ERP stack you already use.
Usually not. In most engagements the existing BI tool stays in place and the redesign clarifies how it should be used for finance reporting. If the diagnostic shows the current tooling is the bottleneck, we say so explicitly and design accordingly.
A diagnostic of current reporting, a designed target reporting model, concept dashboards for the agreed use cases, and a delivery plan that fits your existing stack and team. We also document KPI definitions, ownership and the drill paths.
Reporting design assumes the underlying numbers are trustworthy. When the close, consolidation or planning processes are part of the problem, we sequence the work so reporting is built on top of redesigned upstream processes - not the other way round.
Concept dashboards are built on representative or anonymised data first. Use of real data is scoped explicitly per engagement, with clear handling, retention and access rules agreed in advance.
Redesign reporting
around the decisions it has to support.
A diagnostic session is the first step: we look at how your numbers reach the board today, and outline what a redesigned reporting model could look like on top of your existing stack.