Enterprise platforms · Banking
Financial controlling and management reporting system
We build financial controlling and management reporting systems for banks and financial groups: cost allocation, product and customer profitability, budgeting and forecasting, month-end close orchestration and consolidated management reports, all drawn from one governed data layer. It replaces the spreadsheets that sit between the ledger and the board pack, and you own the code.
Requirements pack · Banking finance
Bank reporting and controlling requirements pack
A requirements pack for regulatory reporting, treasury and liquidity reporting, and management controlling systems in a bank: data, definitions, calculations, validation, lineage, close and governance.- 01Eight requirement areas shared by regulatory, treasury and controlling reporting.
- 02What to ask for on data definitions, lineage and reconciliation.
- 03Close, sign-off and change-management items auditors check.
- 04Seven questions to put to any vendor or development partner.
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What the system does, module by module.
- 01
Dimensions and chart mapping
A single mapping from ledger accounts to management dimensions such as entity, business line, product, customer segment, branch and cost centre. - 02
Ledger and sub-ledger feeds
Daily or period loads from the general ledger, loan, deposit, card and payment systems, reconciled to the ledger total. - 03
Cost allocation
Driver-based and activity-based allocation of shared costs, with rules that finance owns and that can be rerun when drivers change. - 04
Profitability by product and customer
Margin after funding charges, credit cost and allocated cost for each product, customer and relationship, with drill-down to the underlying balances. - 05
Budgeting and forecasting
Top-down and bottom-up planning, driver-based forecasts and rolling updates in one model that compares plan, forecast and actuals. - 06
Variance analysis and commentary
Automatic variance by dimension, with a workflow for owners to enter the explanation that goes into the pack. - 07
Close orchestration
A checklist of close tasks with owners and dependencies, accrual and intercompany matching, and a view of what is blocking sign-off. - 08
Consolidation
Entity-level results consolidated with eliminations and currency translation for group management reporting. - 09
Reports and dashboards
Board, committee and business-line reports from one set of KPI definitions, delivered as dashboards, PDFs and data feeds.
Reference architecture.
Standards and interfaces
What we design against.
- IFRS 8 operating segments
- Segment reporting that management reports must be able to reproduce for external disclosure.
- IFRS 10 consolidation
- Consolidation rules, eliminations and translation for group reporting.
- IFRS 9
- Expected credit loss and funding costs as components of customer and product profitability.
- Funds transfer pricing practice
- Methodology for charging and crediting business units for funding, agreed with treasury and risk.
- IBCS notation
- International Business Communication Standards for consistent charts and tables in management reports.
- Data governance standards
- Owners, definitions and quality rules for each KPI and data element.
Data model
The core entities.
- Ledger entry
- Entity, account, period, currency, amount and source batch.
- Dimension and hierarchy
- Entities, business lines, products, segments, branches and cost centres, with effective dates.
- Allocation rule and run
- Driver, basis, percentages, version and the result of each run.
- Profitability record
- Margin components by product, customer and period, with the balances they came from.
- Plan version
- Budget or forecast, assumptions, drivers, owner and approval.
- Close task
- Task, owner, dependencies, due time, status and evidence.
- KPI definition
- Name, formula, owner, data sources and the reports that use it.
When custom development is the right call.
Controls designed in, not added later.
Access by entity and role
Finance users see only the entities and views they own; sensitive compensation and customer data is restricted.Controlled rules
Allocation rules, mappings and KPI definitions are changed under approval and dated.Audit trail
Journals, adjustments and manual overrides carry user, time and reason.Reproducible reporting
A closed period can be reproduced with the rules and mappings in force at the time.Resilience at close
Capacity and recovery planning for period-end peaks.
From discovery to a system you run.
- 01
Reporting inventory
We list the management reports, their audiences, the spreadsheets behind them and every manual adjustment between the ledger and the pack. - 02
Dimension, KPI and allocation design
The mapping, the KPI dictionary and the allocation rules are agreed with finance, treasury and the business lines. - 03
Build the data layer and first reports
The data layer and the board and business-line reports go first, reconciled to the ledger each period. - 04
Parallel close
Two closes run side by side, and differences between the old pack and the new one are explained. - 05
Add planning and profitability
Planning, customer profitability and close orchestration are added, and spreadsheets retired.
Relevant work
Where to see our work.
Common questions.
- Why not just use a corporate performance management tool?
- Often you should. Our work is for the cases where the product systems, the funding model or the data layer need engineering around the tool, or where a tool would be one more silo next to risk and regulatory reporting.
- How do you calculate profitability by customer?
- From balances and transactions by customer, with funding charges from transfer pricing, credit cost from risk systems and allocated costs from the rules finance owns, reconciled to the ledger.
- Can the system speed up month-end close?
- Yes. It orchestrates the task list, automates matching and accrual proposals, and shows what is blocking sign-off, so effort goes to exceptions rather than assembly.
- Does it replace spreadsheets completely?
- The aim is that every number in the pack comes from the system. Analysts can still use spreadsheets for analysis, but off a governed data layer rather than pasted values.
- Who owns the code and the data?
- You do. The code, the rules and the data stay yours.