Work

Three case studies in decision support

Each case study is adapted from an operational model: what it was for, how it works, and the decision it supports. Company details are withheld, and every figure on this site is fictional.

Case study 01

Management P&L and budget visibility

Owners need to see, location by location, whether each month landed where it should — without digging through accounting exports.

Problem: Owners need to see, location by location, whether each month landed where it should — without digging through accounting exports.
Model: Accounting detail mapped into one consistent management P&L, with gross and operating profit, margins and a budget that flexes with volume.
Decision: Which costs are running over plan, and which locations need attention first.

How it works

Accounting detail is mapped to a small, consistent set of management categories, so every location reports the same way.
Each location’s month is summarized as revenue, direct costs, gross profit, operating expenses and operating profit, with margins beside each.
Costs that move with volume are budgeted as a share of revenue and fixed costs as monthly amounts, so a busy month isn’t mistaken for overspending.
Variances are labeled favorable or unfavorable and ranked, so the largest overruns surface first.

What this simplifies. The demo uses one fictional company with three fictional locations and nine lines. It shows the logic of a management P&L; it is not a GAAP financial statement.

Case study 02

Hire and raise impact

A raise or a new hire changes more than an hourly rate: overtime, paid leave, payroll burden and benefits all move with it.

Problem: A raise or a new hire changes more than an hourly rate: overtime, paid leave, payroll burden and benefits all move with it.
Model: A scenario planner that compares current and proposed pay, converts both into fully loaded employer cost, and shows the revenue needed to cover the difference.
Decision: Whether a proposed hire or raise fits the business — and what it takes to pay for it.

How it works

Each person’s current terms are set up once: rate, typical weekly hours, overtime and paid leave.
Proposed raises and new hires are entered as scenarios that can be switched on or off.
Every scenario is converted to loaded annual cost — wages plus payroll burden — so it can be compared with the revenue the team produces.
The result answers a practical question: how much more revenue it takes to cover the change.

What this simplifies. The demo models one fictional team with invented pay assumptions. Its benefits and retirement-match inputs are an added demonstration layer that keeps employee pay and employer cost clearly separate.

Case study 03

An EOS® operating cadence

A leadership team running on EOS® needs one dependable place for weekly measurables, monthly results, priorities and open issues.

Problem: A leadership team running on EOS® needs one dependable place for weekly measurables, monthly results, priorities and open issues.
Model: Structured weekly and monthly entry sheets that roll up into dashboards, a scorecard and a meeting agenda.
Decision: What is on track, what is off track, and which issues the team should solve this week.

How it works

Weekly activity and monthly results are entered once, in a consistent format.
Rollups turn those entries into weekly and monthly dashboards and trend views.
The scorecard, quarterly priorities (Rocks), issues list, to-dos and headlines sit beside the numbers.
The weekly leadership meeting follows one agenda that draws on all of it.

EnterWeekly activity · Monthly results · Accounting export
Roll upWeekly dashboard · Monthly dashboard · Trends & scorecard
MeetRocks · priorities · Issues · to-dos · Headlines
DecideOwner decisions

Illustrative flow with generic labels — no original data.

What this simplifies. Shown as a diagram with generic labels. No original entries, figures or screenshots are used.

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