+65 6327 4815 hello@beautyandhealthco.pro Mon–Fri 09:00–18:00 SGT
Beautyandhealthco Request a briefing

The framework

A repeatable method for intake, definitions, build, parallel run and monthly operation. Scope is written before the first model is opened.

Method

Principles of the method

Single source for each metric

A board figure has one calculation path. If channel contribution and the P&L both show net revenue, they read the same mapped field. Duplicate calculations are treated as defects and closed in the change log.

Written definitions

Each metric has a sentence definition, a formula, a source extract and a client owner. Verbal agreement in a meeting is not sufficient. Build waits for the register to be signed.

Documented cut-off

The close names the working day when source files freeze and the working day when the pack issues. Late files have a written treatment so the calendar does not reset by exception.

Parallel run before switchover

The new pack runs beside the existing close for a stated number of periods. Differences are listed and either accepted, corrected, or parked with an owner. Switchover happens after that list is reviewed.

Five phases

Data intake and mapping

Inputs. Ledger export, bank files, billing or channel extracts, and a list of people who own those files.

Activities. We catalogue file names, refresh times and join keys. Sample periods are loaded to test whether keys match. Gaps are written into the source register rather than solved in a hidden formula.

Outputs. Source register and field maps.

Duration. One to two weeks for a single entity with stable extracts.

Reconciliation and cut-off rules

Inputs. Mapped extracts and a trial close period.

Activities. Revenue, cash and material balance-sheet items are tied to the ledger. Unmatched rows are aged. Cut-off rules are drafted, including the treatment of a file that arrives after freeze.

Outputs. Reconciliation checklist and cut-off note.

Duration. One to two weeks, overlapping mapping where files are clean.

Metric definitions signed off

Inputs. Draft register and a decision-maker on the client side.

Activities. Each board metric is written as a definition, a formula and a source. Ambiguous items (gross versus net, contribution versus gross margin) are settled in writing.

Outputs. Signed metric register.

Duration. Three to ten working days, gated on sign-off rather than on modelling hours.

Build and parallel run

Inputs. Signed register, maps and checklist.

Activities. Pack template, cash view and model are built. Two or three periods are produced beside the existing close. Differences are classified.

Outputs. Live pack, model workbook, parallel-run log.

Duration. Three to four weeks including the parallel run.

Monthly operation and review

Inputs. Operating manual and the close calendar.

Activities. Intake, freeze, reconciliation, issue, review call. Quarterly, the assumption set is reopened and the change log is updated.

Outputs. Issued pack, dashboard refresh, updated cash view.

Duration. Ongoing under a retainer, on the stated working-day calendar.

Metric definition register

The eight rows below are the set we open first on most engagements. Definitions are starting text. They are rewritten to the client’s ledger and signed before build.

MetricDefinitionSourceOwner
Gross marginNet revenue minus cost of goods or delivery cost as mapped in the registerLedger P&L plus inventory or job-cost extractFinance lead
Contribution marginNet revenue minus costs listed as direct on the signed cost mapP&L and channel or product extractCommercial lead
CAC paybackCustomer acquisition cost divided by contribution per customer per period, using the signed acquisition cost listSpend file and cohort tableGrowth lead
Net revenue retentionRecurring revenue retained and expanded from a starting cohort, net of contraction and churnBilling systemFinance lead
DSOTrade receivables divided by credit sales, times days in the period, using the ledger ageingSub-ledger ageingFinance lead
Inventory daysInventory divided by cost of goods, times days in the periodInventory sub-ledgerOperations lead
Operating cash conversionOperating cash flow divided by operating profit, using the cash-flow statement mapLedger cash flowFinance lead
EBITDA before one-offsEarnings before interest, tax, depreciation and amortisation, after removing items listed on the one-off scheduleLedger P&L plus one-off scheduleFinance lead

Measurement and review cadence

Weekly. The cash view is refreshed on the stated weekday. Bank actuals overwrite the first column. Exceptions that block a receipt or payment line are listed and assigned. There is no weekly board pack unless the statement of work says otherwise.

Monthly. Source files freeze on T+2 working days. The pack is reviewed internally and issued on T+4. Variance commentary is written to the three standard questions. The dashboard is refreshed after the pack is signed so the screen cannot drift ahead of the PDF.

Quarterly. Assumptions in the forecast and the cost map are reopened. Driver rates are compared with the last three actual months. The change log records what was altered and which pack version first uses the new base. Re-baselining is a scheduled activity, not an informal edit.

What we need from the client

Three conditions sit in every statement of work. First, data access: read access to the ledger export and to the operational systems named in the source register, on the refresh calendar we agree. Second, one decision-maker who can sign definitions and cut-off rules. Committees can review. Sign-off still needs a named role. Third, time for sign-off on the metric register before build starts. If definitions remain open, the build calendar pauses rather than guessing. A part-time finance manager can be that decision-maker provided response times are written into the work plan.

Assumptions and limitations

Forecasts produced under this framework are scenarios built on stated assumptions. They are not predictions. Collection rates, conversion, seasonality and cost inflation are written on the assumption sheet. If an assumption is wrong, the cash view and the P&L forecast will be wrong in the same direction. We do not attach a probability to a scenario. We do not guarantee an operating result. Historical actuals are only as reliable as the ledger and the operational extracts. Where a source is incomplete, the pack shows a gap rather than a filled cell. Beautyandhealthco delivers analytics, modelling and reporting services. We are not a licensed financial adviser and we do not provide investment, tax or legal advice.

We use one local storage key to remember this choice and anonymous traffic counts. Nothing is passed to advertisers.

Cookie policy