A short account of why finance transformation projects stall at adoption, and what we do differently from the firms you're probably comparing us against.
Finance transformation is a people problem dressed as a technology problem. Most firms treat it the other way around. These are the four principles that reverse that order.
Every build begins with the question "what decision does this help someone make, and under what pressure?" Dashboards that don't trace back to a named decision get cut. Semantic models that aren't shaped by the questions finance actually asks get rebuilt.
The person who's been the FP&A lead at 11pm the night before board is the person who designs the data model. Not an architect translating requirements, not a BA writing user stories — the same person who had to use the output, specifying the input.
A governance deck in SharePoint is a project artifact; a measure certification process baked into the workspace is a working control. We ship live governance — role security, measure stewardship, change management — not PDFs that nobody opens.
A platform that technically works but that finance doesn't use is a failed engagement, regardless of what the milestone plan says. Every engagement ends with named users running their own reports, writing their own measures, and maintaining the model themselves.
For a full end-to-end build. Transformation Rescue and Fabric Foundation engagements compress or skip phases as appropriate — but the shape is the same.
Working sessions with finance, operations, and sponsor stakeholders to catalogue the decisions the platform must support. The output isn't a requirements document — it's a decision inventory that stays live through the build.
1–2 weeksFabric lakehouse structure, data flows, semantic model design in Power BI. The semantic model is the contract between the platform and the user — if it reflects the business, everything downstream clicks into place.
3–4 weeksThe reports themselves, built against the decision inventory from Phase 01. DAX measures certified, visuals paired to the questions they answer, performance tuned to be fast enough that nobody falls back to Excel.
4–6 weeksRow-level security, workspace architecture, measure stewardship, change-management workflow. Shipped as working controls inside the platform, not as a separate document trail.
2 weeksStructured upskilling with named users — building their own measures, authoring their own visuals, troubleshooting their own refresh failures. Engagement ends when the team is self-sufficient, not when the milestones tick off.
3–4 weeksYou're almost certainly comparing us against one of them. We've worked alongside them, and we respect what they do at scale. For mid-market finance transformation, this is where the models diverge.
This delivery method is built for mid-market organisations (£50m–£500m turnover) and PE-backed portcos where the finance function is the primary consumer of the platform. It works best when the sponsor cares about adoption and self-sufficiency more than about the brand name on the SOW.
It's probably not the right fit if you need a vendor to carry 40 heads for a two-year group-wide ERP overhaul, if procurement will only engage with firms on an existing preferred-supplier panel, or if the primary buyer is IT rather than finance. Those are legitimate needs — just not what this is designed for.
If you're not sure, the Fabric Readiness Audit is the right first conversation. 30 minutes, no obligation, honest assessment of fit.
A free 30-minute call to map your current finance data landscape against what a decision-grade platform looks like. If it's useful, we'll send a tailored audit PDF afterwards.
Book the audit → See engagements