FP&A Transformation Delivers Structure, Speed, Strategic Insight

The challenge

As the company scaled rapidly in a complex and capital-intensive energy market while pursuing an aggressive IPO timeline, its finance and planning capabilities struggled to keep pace. The organization relied on a highly fragmented planning environment built on more than 70 externally linked project P&Ls, creating instability, frequent inaccuracies, and limited visibility across the organization. Reporting was largely manual and inconsistent, with consolidated views difficult to produce and compare.

Planning processes were less mature and misaligned with the company’s growth trajectory. Annual budgeting was the primary planning activity, long-range forecasting extended only 12 months, and forecasts were developed as high-level adjustments rather than grounded in project level inputs. Resource planning added further complexity, with overhead allocations managed outside of the core model, and HR and Operations using different workforce planning approaches. Together, these challenges limited confidence in forecasts, constrained decision making, and increased execution risk at a critical stage of the company’s evolution.

The solution

In partnership with Protiviti, the company implemented a centralized, project-centric budgeting architecture designed to support scale and public company readiness. The new model introduced EPM‑like functionality, a single source of the truth, consistent KPIs, improved version control, and integrated cash flow forecasting. Flexible scenario planning capabilities enabled leadership to evaluate strategic and capital‑markets decisions with greater confidence.

Financial reporting was standardized and automated through Excel-based tools, enabling consolidated reporting, dynamic variance analysis, and centrally managed mapping structures across project and GAAP views. A formal quarterly forecasting process was established, supported by an expanded financial model that connected top-down strategic objectives with bottom-up project inputs. Workforce planning was unified, providing HR and Finance with shared data and a consolidated view of indirect labor needs.

The results

The transformation delivered a more stable, transparent, and scalable planning foundation aligned to the company’s public company ambitions. Budgeting became more reliable across projects, with robust scenario analysis supporting faster, better-informed decisions. Automated reporting reduced manual effort and delivered more timely, consistent insights.

Quarterly forecasting improved planning discipline and accuracy across more than 70 projects, while unified workforce planning aligned hiring decisions with operational needs and financial priorities. Collectively, these improvements strengthened execution, reduced risk, and positioned the company to scale with greater control and confidence.