Financial Planning & Analysis (FP&A) Transformation

A fast-scaling, North America-based wellness products company faced mounting pressure on its financial planning and analysis (FP&A) processes.

The Challenge

What once worked for a lean startup—manual spreadsheets, siloed data, and reactive reporting—was no longer viable.

With expansion into new product lines and sales channels, leadership struggled with:

Disconnected planning tools across ERP systems and Excel files
Limited ability to compare budgets, forecasts, and actuals in a unified view
No visibility into profitability at the product or customer level
Manual, time-intensive processes that delayed insights and increased errors
A lack of “what-if” scenario modelling to guide strategic decisions
Growing executive concern over the reliability of financial data

The organization needed to evolve from reactive reporting to forward-looking decision support.

Key Challenges

Fragmented planning workflows across ERP systems, spreadsheets.
No standardized tools or unified view of budgets, forecasts, and actuals
Inability to track profitability by product or customer
Lack of scalable “what-if” analysis to support strategic decisions
Excessive manual effort, duplication of work, and slow reporting cycles
CFO lacks confidence in data used for strategic decisions

Date: November 18, 2022
Client: Mid-Sized Home Wellness Brand
Location: San Francisco, USA
Category: Consumer Goods, Manufacturing
Website:

The Solution

Discovery & Alignment

Planning cycles were dominated by disconnected spreadsheets, missed forecasting targets, and time-intensive manual consolidation. Our team led structured alignment sessions with executive leadership to prioritize objectives, gain cross-functional buy-in, and build consensus on adopting an integrated FP&A platform to support scalability.

Implementation and Innovation

A centralized manufacturing-focused planning model within the EPM platform, with real-time data integration from ERP and other source systems.
Department-level forecasting templates for sales, operations, and OpEx planning—allowing for streamlined data entry and variance tracking.
Automated weekly reporting cycles that integrated actuals and plan variances by customer and product.
Custom-built dashboards for finance leadership to analyze profitability at the product and customer segment level.

Partnership & Enablement

Documentation of All Models & Integrations made it easier for internal teams to maintain and update the system.
Weekly alignment calls were established with the sales and finance teams to review forecasts, track progress, and continuously adapt the solution as business needs evolved.
UVID committed to providing ongoing advisory and technical support—ensuring Brondell’s finance function remained agile, aligned, and strategically empowered.