Fractional CFO
A scorecard is accountability with numbers attached
The problem
Teams are asked to improve performance without a shared definition of what performance means or who owns each number.
Why it matters
What gets measured, owned and reviewed on a cadence changes. Everything else is a preference.
How to know if you have this
- Different departments measure success differently
- No metric has a single named owner
- Targets are aspirational rather than derived
- Reviews focus on activity rather than outcomes
How Advisory Motion solves it
- 01Select a small set of metrics that connect to financial outcomes
- 02Define each metric once, precisely, and set a target and a red line
- 03Assign a named owner to every number
- 04Review on a fixed cadence with the decision attached
Illustrative example
Nine numbers, one page
A single-page scorecard replaced three competing reports. Within two quarters, two of the nine metrics had moved because someone finally owned them.
Illustrative composite · not a client identification
Where this connects