Examples of our work

From financial data to clear decisions.

See how we identify the real problem, break it into measurable drivers and build a basis for action. These examples cover profitability, budgeting and forecasting, plus an operational business case.

Demonstration with fictional dataThe company, figures and situations are constructed. Modelled potential is not a documented client outcome.

Three typical decisions

01 / Finance & profitabilityRevenue rises. Why does profit fall?Explore the variance ↗02 / Budget & strategyWhat do the underlying sales drivers imply?Explore the forecast ↗03 / Business case & operationsWill a process change pay off?Explore the model ↗

Try three interactive decision models: cash flow, pricing and capacity

01 · Financial analysis and profitability

Growth without matching profit.

The fictional business has generated DKK 500,000 more revenue than budgeted, yet EBITDA is DKK 625,000 below budget. Management needs the reason before changing prices, purchasing or staffing.

The real problem

Profit is not keeping pace with revenue.

Underlying drivers

Purchasing, project labour and fixed costs have risen faster than sales.

Possible decision

Examine the sales mix and project economics; test which actions could restore contribution margin.

FPFinancial overview / 2026FICTIONAL DATA

MANAGEMENT REPORT · BUDGET VERSUS ACTUAL

RevenueDKK 12.5m+DKK 0.5m vs budget

Contribution margin35%−5 percentage points

EBITDADKK 275,000−DKK 625,000 vs budget

What explains the gap?

Budget EBITDADKK 900,000

Extra sales at 40% margin+DKK 200,000

Higher purchasing share−DKK 375,000

Higher project labour share−DKK 250,000

Higher fixed costs−DKK 200,000

Actual EBITDADKK 275,000

02 · Budget, forecast and strategy

A forecast built from drivers.

A DKK 14m revenue budget does not by itself show what the company can achieve. We start with the customer base and make assumptions about retention, upsell, new sales, margin and costs visible.

The real problem

Management lacks a credible forward view.

Possible decision

Prioritise retention and contribution margin; test sensitivity before fixing budgets and capacity.

DRIVER-BASED FORECAST · 2027Fictional example

2026 revenue × 90% retentionDKK 11.25m

Upsell to existing customers+DKK 1.00m

New customers+DKK 1.50m

Forecast revenueDKK 13.75m

DKK 13.75m × 37% contribution margin − DKK 4.30m fixed costs

Forecast EBITDADKK 787,500

Gap to budget EBITDA−DKK 282,500

Budget EBITDA: DKK 14.00m × 38% − DKK 4.25m = DKK 1,070,000.

03 · Business case and operational improvement

Improvement has to survive the calculation.

A fictional process takes 20 minutes per case. A new workflow may reduce active handling to 8 minutes. We separate time saved, licensing costs and investment before assessing the value.

The real problem

Capacity is tied up in repetitive work.

Possible decision

Pilot the process, measure actual time and determine whether released capacity creates value.

BUSINESS CASE · CONSTRUCTED ASSUMPTIONS

1,200 cases × 12 min.240 hoursmodelled annual capacity

240 hours × DKK 400DKK 96,000gross value if time is usable

After DKK 24,000 licenceDKK 72,000annual net value

Investment DKK 150,00025 monthssimple payback

Savings remain an assumption until case volumes, handling time, quality and the use of released capacity are verified.

Explore the model

See the complete analysis.

The interactive demonstration combines six views: financial overview, budget and forecast, profitability, business case, strategy and operations. Change assumptions to see how the result moves.

Open interactive demo View PDF examples

The standalone HTML demo uses a Power BI-inspired layout. Its interface is in Danish. All data and scenarios are fictional.

Preview of a fictional financial report with KPI cards and profitability analysis

Explore the report ↗

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