Services › Financial Planning & Analysis Consulting
Equip your CFO and executive team with the planning, forecasting, performance management, and analysis capabilities your next stage of growth requires.
As organizations grow, their CFOs continue to provide critical leadership, but increasing complexity often creates FP&A needs the existing accounting or finance team doesn’t have the capacity or expertise to meet. Budgets lack buy-in, forecasts lack credibility, and leaders are left to make decisions without robust analysis behind them. Momentum CFO acts as a specialized partner to close those gaps. For companies preparing to raise capital, we also provide financial projections and due diligence support.
At its core, financial planning and analysis (FP&A) is a corporate finance function that translates complex financial information into the actionable insight required to make sound decisions and build long-term value.
While accounting and FP&A serve complementary roles within the Office of the CFO, they answer fundamentally different questions. Accounting explains what happened. FP&A explains why it matters and what to do next. Without structured FP&A, executives may make decisions with limited insight into future performance, underlying business drivers, and long-term financial outcomes.
Planning, forecasting, performance management, and analysis are the four core FP&A capabilities. Together, they help business leaders make informed decisions. We start by defining the role and responsibilities of FP&A within your organization, then establish the processes that create a scalable foundation.
We advise on the right team structure, whether you have FP&A staff today or plan to hire them.
Implement structured processes that consistently translate overarching strategy into concrete annual operating budgets and clearly defined longer-term strategic plans.
Develop driver-based financial projections and dynamic what-if scenarios that provide executive leadership with visibility into your future financial performance.
Utilize management reporting, key performance indicators, and dashboards to measure performance against your plan, providing concrete recommendations.
Build robust financial analyses that examine customer profitability, return on investment, and unit economics to confidently inform critical decisions.
“Change is constant when you’re rapidly growing a startup business. Rosemary brought the consistency, dependability, and accuracy to our finance department that we needed through that change. She helped organize our finances and prepare us to raise $65 million in venture capital as our valuation grew from $50 million to more than $400 million. She was and remains a steady, trusted partner at a pivotal time for our company.”
Brad Garber
Chief Strategy Officer, Hidden Level
“Rosemary was instrumental in helping us organize and standardize our budgeting and financial reporting processes. Her approach brought structure, consistency, and clarity to a process that was very immature when I joined Hidden Level. I truly value the partnership that we have built.”
Mike Goll
Chief Financial Officer, Hidden Level
“At WD-40 Company, Rosemary led the global FP&A team and oversaw highly complex financial analysis across the three trading blocs. She led the annual budgeting process for the entire business, which entailed complex negotiations and alignment with senior leadership, several iterations, and presentations to the board before finalization. The FP&A team led by Rosemary was one of the most sought-after teams within the entire organization, given the wide range of financial analysis needs other teams required of it.”
Jaya Cummaragunta
Former Global Innovation Director, WD-40 Company
“I gained invaluable insight from Rosemary’s financial reports and dashboards! They helped me make important executive decisions that increased our business’s revenue and profitability.”
Steph Barry
Former Vice President, WD-40 Company
Our Approach
FP&A capability develops in three stages, and organizations of any size can be at any one of them. During the Financial Health Assessment, we benchmark your current FP&A capability and identify the stage where your engagement should begin. Organizations with little or no FP&A support typically start with Establish, while those with existing teams are often ready for Expand or Elevate.
At each stage, we build capability in three areas: people, financial processes, and technology.
For organizations without a dedicated FP&A function
Define the function’s distinct structure, responsibilities, and its strategic place within the Office of the CFO.
Build a collaborative budgeting process, set a consistent reporting cadence, and put a routine forecast in place.
Automate spreadsheet-based processes and work toward a single trusted data source by standardizing definitions, tying numbers to the general ledger, and documenting future system needs.
Your answers suggest you're in the Establish stage. Companies here often don't yet have a distinct FP&A function; someone in accounting typically handles pieces of the work. Budgets tend to be built with limited input from the business, full-year forecasting may not exist, and analysis often relies more on gut feel than a structured process, with data and reporting still largely manual and spreadsheet-based.
Advancing to the next stage typically means building a distinct FP&A function, a more collaborative budget process, forecasts the business can depend on, and reporting leaders can confidently rely on.
Your answers suggest you're in the Expand stage. Companies here often have a distinct FP&A team, though its role and mandate may still be developing. Budgeting tends to be collaborative but not always closely aligned with strategy, and forecasting occurs periodically and may include some scenario planning. Reporting is useful but may be inconsistent in format or cadence. Systems and data may have moved beyond spreadsheets, though they aren't yet fully reliable or integrated. Analysis is structured, though redirecting resources once they're committed can be difficult.
Advancing to the next stage typically means strengthening that foundation: a team sized to match the business's complexity, budgeting fully aligned to strategy, forecasting that's driver-based and available on demand, integrated systems built on trusted data, and consistent reporting that leaders use to make decisions.
Your answers suggest you're in the Elevate stage. Companies here typically have financial processes, technology, and team largely aligned. Budgeting is tied directly to strategy, forecasting is driver-based and available on demand, reporting runs on a consistent cadence, and the team is structured to match the complexity of the business.
At this stage, the opportunity is deepening FP&A's role as a strategic partner whose advice is sought before decisions are made, using financial insight to shape resource allocation, growth, and other major business decisions.
Most companies are stronger in some areas than others, so your answers may reflect more than one stage. A Financial Health Assessment looks at all aspects of your FP&A capabilities in depth to show you exactly where to focus first.
A Financial Health Assessment gives you a full picture of where your FP&A capability stands today and a clear strategy to advance it.
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Schedule a consultation to explore how Momentum CFO can strengthen your finance capabilities and prepare your business for its next stage of growth.
