Turn fragmented reporting into a management story leaders can act on.
The objective was not to give partners more charts. It was to create one clear management narrative: are we on track, why, and what needs action now? Finance, workforce, pipeline and operational signals were brought together to answer those questions in sequence.
Leaders had information. They did not have one timely version of the business.
Partners were accountable for monthly targets, but revenue, budgets, utilisation, WIP, cash, pipeline and workforce information lived across different systems, refresh cycles and terminology.
Manual consolidation could take days. Some extracts depended on colleagues with access to restricted systems. By the time the full picture arrived, much of the month could already be gone.
Integration was not just a technical join.
Different source systems used different field names and even different meanings for terms such as revenue, recovery and performance variance. Budget data was not always comparable to operational revenue without applying the correct business definitions.
- Manual consolidation could take days
- Revenue, budget, WIP, cash, pipeline and workforce data lived across different systems
- Some extracts depended on colleagues with restricted access
- By the time the full picture arrived, much of the month could already be gone
- One clear management narrative — on track, why, and what to act on
- 7+ reporting and operational inputs integrated into one management view
- 4–5 days of manual reporting effort replaced by a repeatable refresh
- Exceptions and drill-down available to act on immediately
Tell the story in the order leaders make decisions.
The first page deliberately showed only the headline indicators. From there, the report guided the conversation from what happened, to why it happened, to what could still be changed — instead of forcing leaders to interpret six or nine disconnected reports.
Salesforce was not only forecasting. It exposed where expected revenue was blocked.
Recurring opportunities still had to pass risk, compliance, documentation and job-setup requirements before the work could flow correctly into the operational system.
Salesforce extracts were compared with existing jobs in iPower to identify missing or duplicated records and to highlight where approvals, risk responses or job codes were holding up expected activity. The resulting exception visibility supported follow-up between reporting, managers, partners and the Risk team.
- User / email
- Grade & designation
- Business-unit responsibility
- Leadership exceptions
Make the solution usable without making one person the system.
Dynamic Row-Level Security translated organisational hierarchy into report visibility, including partner-specific and business-unit exceptions.
The operating process was documented through walkthrough videos, process guides, refresh instructions and troubleshooting notes. Colleagues were trained so the reporting could be supported beyond the original build.
Client and commercial details are anonymised for confidentiality, and figures are approximate. I'm happy to talk through the approach in more detail, and what it would look like in your business — just ask on the call.
What decisions are your managers still making from disconnected spreadsheets?
Radomentis can help turn fragmented operational data into a management story people can understand quickly — with the business logic, security and drill-down needed to move from insight to action.
This case study describes work completed during previous employment at PwC and is not presented as a Radomentis client engagement. Illustrative visuals use synthetic data. Certain operational details have been generalised to respect confidentiality.