Integrated advisory
When the budget and the org chart must agree
Finance targets fail when headcount plans ignore award costs, or when bonus schemes blow the wage line. We model both sides in one engagement.
Typical clients are preparing for a restructure, a new incentive scheme, or a private equity diligence request. Deliverables include reconciled wage forecasts and board papers.
| Scenario | Finance view | HR view | Combined output |
|---|---|---|---|
| Restructure | Run-rate savings | Redeployment & redundancy cost | Net P&L impact memo |
| New bonus plan | Budget cap | KPI definitions | Signed-off scheme rules |
| Diligence | Wage accruals | Award risk | Vendor data room pack |
"For the first time our wage forecast matched what HR could actually hire against. The board stopped arguing about phantom savings."
Who attends workshops?
CFO or finance manager plus HR lead; we facilitate joint sessions to lock numbers.
What if bonus and budget disagree?
We reconcile in the workshop and document unresolved items for board decision.
Is payroll reforecast included?
Yes—wage and on-cost forecasts are tied to headcount and band changes in the same model.
Why finance and HR must align
Restructures fail when finance models headcount savings that HR cannot deliver without redundancy cost or award breaches. Bonus schemes fail when HR rolls out KPIs that finance never budgeted for.
We facilitate joint workshops so wage forecasts, bonus pools, and roster plans reconcile in one workbook the CFO and HR director both sign off.
Common engagement triggers
Clients call us before private equity diligence, after a failed restructure, or when the board asks why wage growth exceeds budget despite headcount caps.
Align finance and HR
Describe the decision that spans both functions.