Connect the Business to the Plan
Connect revenue, cost, workforce, cash and investment decisions to the operating conditions shaping financial performance.
Our Approach
Connect revenue, cost, workforce, cash and investment decisions to the operating conditions shaping financial performance.
Connect demand, pricing, workforce requirements and operating costs to their effects on margin, cash and forward financial performance.
Test changes in demand, pricing, hiring, spending and investment before operating commitments narrow the available financial choices.
How We Help Clients
Connect revenue, demand, pricing, workforce and operating costs to the financial plan and the performance expectations management is using to make decisions.
Build financial plans around operating assumptions, then trace recurring variances to the conditions changing beneath budgeted performance.
Learn moreConnect actual performance to operating causes and structure management reporting around the movements that require executive attention or a revised decision.
Test how changes in demand, pricing, workforce, cost and investment affect margin, cash, capacity and the forward financial position.
Connect receivables, inventory, payables and near-term cash timing to the operating decisions shaping liquidity and funding requirements.
Connect hiring, operating commitments, investment timing and capital requirements to their effects on liquidity, capacity and the forward plan.
Proprietary Decision Systems
City Shift Finance applies proprietary financial decision systems to connect operating conditions, workforce requirements, capital decisions and forward financial consequences.
Connect revenue, cost, hiring, spending and cash to the operating conditions changing beneath the financial plan.
Translate staffing requirements, deployment decisions and labor cost into their financial effects across margin, capacity and cash.
Connect operating commitments, investment timing and available capital to the financial consequences of different forward cases.
Financial planning across cash requirements, operating commitments, commercial performance and the timing of growth investments.
Connect capital deployment, operating commitments, milestone progress and financing timing across the funding cycle.
Fleet returns, utilization, rental rates, branch economics, maintenance requirements and capital deployment.
Portfolio-company financial performance connected to operating evidence, forward conditions and management decisions.
Property financial planning across demand, departmental contribution, labor economics, operating cost and GOP performance.
Hotel labor planning across staffing requirements, coverage, productivity, departmental demand and labor cost performance.
Financial planning across funding, program economics, operating capacity, cash requirements and long-term financial sustainability.
A construction business needed a forward financial view that connected project activity, labor requirements, procurement commitments and cash timing. The planning work brought current backlog, expected project starts and operating cost into the forecast so management could assess resource commitments and near-term cash requirements against the work already contracted.
A law firm required a financial view that connected attorney capacity, billable activity, realization, collections and operating expense to expected financial performance. The work brought those conditions together across the planning period and showed how changes in utilization, billing pace and collections affected revenue conversion, margin and cash. Management could then compare hiring and compensation commitments against the financial contribution expected from current and projected client demand.
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A regional healthcare organization needed financial planning that reflected changes occurring across patient demand, service mix, staffing requirements, reimbursement timing and operating cost. The financial view connected those conditions across departments rather than treating revenue and expense movements separately. Changes in volume could therefore be considered alongside the labor and operating requirements needed to support that activity, while reimbursement timing and other cash movements were carried into the forward position. The resulting planning view gave management a more complete basis for evaluating margin, staffing commitments, departmental performance and cash requirements as operating conditions changed.
Executive Conversation
In an Executive Conversation with City Shift Finance, Nathan Mauck discusses operating leverage, forecasting, planning assumptions, financial reporting, scenario evaluation and the signals executives use when making capital, pricing and operating decisions.
See all insightsCity Shift Finance works with executive teams on financial planning, forecasting, performance, working capital and capital decisions. Our engagements connect operating conditions to profitability, liquidity and future financial requirements, supporting decisions on investment, resources and business performance.
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