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FP&A
Bottoms-up budgets, rolling forecasts, board reporting packages, interim finance leadership, and 100-day post-acquisition plans built for PE operating cadence.
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Accountable, AI-augmented CFO-level expertise for PE-backed portfolio companies.
Most portfolio companies lack the finance infrastructure PE ownership demands. Waylin Partners deploys cross-functional operators who can build the model, architect the pipeline, prepare the audit workpapers, and own the result — leveraging AI where it accelerates output, and applying judgment where it matters. Leaner teams, faster execution, and accountability from start to finish.
Bottoms-up budgets, rolling forecasts, board reporting packages, interim finance leadership, and 100-day post-acquisition plans built for PE operating cadence.
View FP&A details →ERP data extraction, cloud warehouse architecture, ETL pipelines, and interactive KPI dashboards that turn fragmented systems into a single source of truth.
View Data details →Custom-built software systems, web applications, intelligent dashboards, and AI-powered workflows — from bespoke CRMs to fully interactive platforms engineered for your specific operations.
View AI details →Purchase accounting, ASC 606/842 compliance, audit preparation, interim controllership, and exit readiness — institutional-quality books during periods of rapid growth or transition.
View Accounting details →Deep experience across PE-backed industry verticals and the financial drivers that matter in each.
Liquidity Strain: Project write-downs, broken billing processes, and inconsistent collections pressured cash flow.
Limited Visibility: Fragmented systems and poor reporting slowed decision-making.
Fragmentation: Unintegrated acquisitions lacked a platform for cross-entity performance comparison.
Live Dashboards: Implemented live dashboards to provide real-time feeds into operational and financial information.
Liquidity Management: Deployed automated cashflow forecast; revamped processes around billings, expense controls, collections, and payables management.
Board Reporting Automation: Detailed board reporting was automated to alleviate time spent from management.
Improved Liquidity: Generated $3M+ in short-term liquidity from working capital improvements, including a ~10% reduction to DSO.
Performance Optimization: Identified underperforming PMs to drive resource reallocation and accountability.
EBITDA Uplift: Responsible for ~$10M in EBITDA improvements through cost reductions and improved project execution.
Incorrect KPIs: Management had been incorrectly reporting utilization, understating cost of unutilized time which impacted margins.
Limited Finance Bandwidth: Burden of sale process stretched lean finance team.
Limited Investment Bank Support: Broad auction process resulted in limited ability to thoroughly analyze company’s KPIs to best position business.
KPI Cleanup & Dashboards: Corrected previously overstated utilization reporting and created “live” PowerBI dashboards to update in real-time.
Bespoke Analyses: Developed bespoke analyses to help articulate revenue & margin trends to potential buyers.
Diligence Support: Provided additional capacity to field diligence responses to help lean finance team.
Improved KPI Visibility: Real-time visibility into KPIs enabled easy reconciliation of operational performance to financial results through buyer diligence.
Achievable but Aggressive Budget: Identified layers of conservatism in original sale process forecast, increasing forward marketing EBITDA that was still achievable.
Successful Exit: Additional capacity facilitated competitive process resulting in successful exit for family office owners.
Mis-aligned Incentives: Recent unbudgeted Medicare rate led to disproportionate bonus increases for employees not aligned with company goals.
Fragmentation: Inconsistent compensation plans across various acquired entities.
Developed Dynamic Compensation Model: Built employee level compensation model that enabled sensitivity analysis of key business drivers and created corresponding bonus plan matrix and employee communication documents.
Developed Relevant KPI List: Worked with internal finance team to develop appropriate metrics to ensure compensation plan fully aligned with performance targets.
Projected Future Compensation: Ran various performance scenarios to ensure scalability of new plan based on revenue and margin scenarios.
Revenue Uplift: Better alignment of incentives for front-line employees helped realize an 18% uplift in YoY same-store revenue 12 months after rollout.
Automated Accrual Calculations: New model automated calculation of accruals on monthly basis replacing time consuming manual process previously in place.
Founder-Owned Business: Company was recently acquired by private-equity firm in connection with entrepreneurial founders.
Outsourced Bookkeeper: Founders outsourced accounting to local CPA firm and did not complete reviewed or audited financials.
Cash Basis Accounting: Significant timing difference between revenue being earned and cash being collected resulted in lack of clarity on business performance.
System Limitations: Company had outgrown QuickBooks and was looking to implement NetSuite.
Cash to Accrual Accounting: Implemented accrual-based accounting in accordance with GAAP including booking all transaction-related open balance sheet entries.
Finance Lead for NetSuite Implementation: Served as finance lead for system implementation including working with NetSuite team to establish timeline & scope and managed historical data upload.
Split P&L by Business Line: Developed divisional P&L to provide insight into new line of business performance.
Professionalized Finance Function: Implementation of GAAP and completion of audit enabled PE firm to shift strategic priorities towards value creation and M&A.
Completed Phase One of NetSuite Implementation: Successful implementation fulfilled highest-priority operational initiative within first year of PE firm ownership.
Implemented Internal Controls: Established expense polices, expense approval system, and separated AP responsibilities to lower risk of fraud and wasteful spending.
Full-Capacity Manufacturing Facilities: Maxed-out capacity left organization looking for a detailed view of SKU profitability to prioritize certain customers or products.
Operational Inefficiencies: Fragmented systems from unintegrated acquisitions.
BI Tool Implementation: Designed and implemented real-time dashboards that provided visibility into profitability by SKU, customer, product family, end market, category, etc.
Product-Level P&Ls: Built dynamic P&Ls with drill-down capabilities into product and category views.
Forecast Optimization: Developed bottom-up SKU forecast model that accounted for product volume shifts more accurately than previous top-down approach.
EBITDA Growth: Terminating and renegotiating with unprofitable customers resulted in ~$5M EBITDA improvement.
Tell us about your portfolio company and we’ll scope a solution tailored to your specific needs and timeline.
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