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01 / Embedded posture

Embedded in your business, sitting beside you every step of the way.

We work with the people who own the result—inside the operating rhythm, close to the systems and decisions that make the business move.

The capability is built with the team, adopted in context, and left in the hands of the business—not parked in a slide deck.

02 / Connected business engine

100× your business engine.

Growth, Strategy & Ops, and Finance move in one operating rhythm around the people who own the decisions.

Tuesday owner reviewOne issue followed from commercial movement to operating choice to cash consequence.

Operating PartnerJoins the position for the owner

MayaRevenue lead

Proposal + CRMOrion scope changed$210K → $186K

01 / Commercial signal

Growth

Offer changed
Close date moved
Owner confirmed

Maya brings one material movement forward.

COO

AlexOperating owner

Hold sequence+9 days

Move 2 QARecover 6 days

02 / Operating choice

Strategy & Ops

Capacity checked
Delivery recovered
Trade-off named

Alex sees the delivery choice and its cost.

CFO

RaeDecision owner

13-week low$396K

Policy clear after the capacity move

03 / Finance consequence

Finance

Cash modelled
Policy checked
Choice recorded

Rae receives one joined, owner-ready position.

Choose a function

Choose an operating moment

MayaRevenue lead

SamAccount owner

Watch

What moved since yesterday?

Qualified pipeline$2.84M+12.4% / 7d

Orion Systems$186KTerms changed

Everything elseWithin rangeNo review needed

Growth / Watch

Watch the commercial signal before the stand-up.

Daily revenue movement is watched and only material change is surfaced.

Human approval boundary Revenue lead

Context prepared — owner retains authority

Inputs: CRM, finance actuals, and stage history
What changed: Stale stage, missing date, or forecast anomaly
Why it matters: Account A · material position with stale evidence
Choice to make: Revenue lead · Reweight, reprice, or advance
What gets recorded: Pending — stage, forecast, and owner action after owner decision

03 / Delivery model

The Partner leads. The FDE builds where needed.

Technology changes the leverage. It does not move the accountability.

Operating Partner

Sets policy and priorities, defines decision rights with leadership, and leads adoption through the operating rhythm.

Forward Deployed Engineer

Connects systems, codifies and tests the work, and builds a business-owned operating layer.

Business engine

Keeps the recurring work moving: watch, reconcile, prepare, route, and record inside defined decision rights.

Business owner

Approves, rejects, or changes every consequential action after reviewing the prepared context.

04 / Work to report

The work,
made visible.

Signals become governed work, a human decision, a signed record, and a report the business can use.

Illustrative operating interfaces and example data. Not client results, live system status, or evidence of performance.

01 / Source observationWatch the operating sources
CRM, delivery, finance, and ownership signals enter one governed view.
02 / ReconciliationJoin the current evidence
The business engine reconciles the signal against rules, history, and source records.
03 / Exception preparationPrepare only the material exception
Context and options travel together; the business engine does not take the action.
04 / RoutingRoute to the accountable owner
The decision arrives with evidence, a recommendation, and a named boundary.
05 / Human decisionApprove, reject, or change
The business owner retains authority over every consequential action.
06 / Signed recordRecord the action and receipt
The decision, owner, timing, and evidence remain available to the operating rhythm.

Report output

One governed record. Four decision cadences.

Monday / Daily / Friday / Board

CC OPERATING MAIL / 07:15

Open in register ↗

FromOperating Partneroperating-rhythm@capitalcurve.example

ToLeadership teamSix recipients

CcDecision ownersCOO · CFO · Revenue

SentMonday · 7:15 amCadence 32

Data as atMonday · 7:02 amGenerated 7:11 am

AttachmentsDecision register.xlsxEvidence index.pdf2 files · source links retained

MONDAY / DECISION REGISTER

Three decisions that unblock this week

Good morning. Below is the current position assembled from delivery, finance, growth, and last week’s signed records.

Open decisions032 due today

Value exposed$314KIllustrative

Oldest evidence18hWithin policy

HISTORY

Since last Monday

Owner / outcome / receipt

Decision	Owner	Outcome	Closed	Receipt
Atlas pricing	Revenue	Reprice	Mon 10:14	Signed
Payroll timing	CFO	Hold W+1	Tue 12:06	Signed
Bloom capacity	COO	Change	Thu 16:42	Signed

Titan recovery plan

COO · due 10:00

UAT is nine days behind plan. Moving two QA FTE from Bloom recovers six days and releases the next billing milestone, with a 0.6 point margin effect.

Recommendation: Approve the QA move today
Alternatives: Hold sequence / change client date
Evidence: Capacity plan, client terms, margin view

Decision requiredApprove / change / rejectNo resource move has been made

Collections focus

CFO · due Tuesday

Four accounts now represent 71% of overdue value. The prepared sequence protects strategic relationships while bringing the cash low-point back above policy.

Recommendation: Escalate two accounts; hold two in cadence
Cash effect: +$146K expected by Friday
Evidence: Invoices, promises, account-owner notes

Orion commercial position

Revenue lead · due Friday

Current proposal scope no longer supports the committed margin. The commercial brief compares reweight, reprice, and advance options.

Recommendation: Reprice against terms v4
Forecast effect: Protect 4.2 margin points
Evidence: CRM history, proposal, margin model

What closes the loop

Each owner decision writes back the action, time, evidence set, and signed receipt. Open items return in the next cadence.

Sources

Delivery plan · AR ageing · CRM history · signed decision register

Method

Material items only; value exposure is not cash received.

Operating Partner · CapitalCurve Advisory

CC OPERATING MAIL / 09:42

Evidence current

FromGrowth controlgrowth-signal@capitalcurve.example

ToRevenue leadOne decision owner

CcCommercial operationsRead-only

SentDaily · 9:42 amMorning cadence

Data as atToday · 9:38 amGenerated 9:41 am

AttachmentsRevenue movement.csvSource receipt.pdf2 files · four source views

DAILY / REVENUE MOVEMENT

One material move needs a commercial choice

The pipeline was reconciled against finance actuals, stage history, and current evidence. Only the position outside policy is expanded below.

Qualified pipeline$2.84M+12.4% / 7d

Coverage3.2×Target 3.0×

Material moves01Owner review

BRIDGE

What changed the qualified pipeline

This morning vs yesterday

Movement	Accounts	Prior	Current	Net change
Newly qualified	3	—	$228K	+$228K
Stage advanced	5	$411K	$496K	+$85K
Won	2	$174K	—	−$174K
Lost / removed	1	$62K	—	−$62K
Value changed	Orion	$210K	$186K	−$24K

POSITION

Pipeline by evidence strength

Illustrative $000

Orion186

Atlas92

Nova68

Harbour53

Juniper39

EXCEPTION 01

Orion Systems · $186K

Confidence 0.91

CRM still shows Commit for 7 August. The current proposal is dated 18 August, no deposit is booked, and the terms changed after the prior forecast.

Rule: Stale stage + forecast anomaly
Material delta: $74K forecast exposure
Evidence age: 8 days / owner update missing

CHOICE

Prepared owner options

Nothing actioned

01Reweight

Reduce forecast by $74K

02Reprice

Protect changed scope

03Advance

Provide new owner evidence

Human approval boundaryRevenue leadStage, price, and client message remain locked

Source receipt

CRM history / finance actuals / terms v4 / margin model. Snapshot reconciled 09:42.

Calculation

Qualified value uses current stage policy; bridge ties prior position to current position.

Freshness

CRM 4 min · finance 11 min · proposal register 18 min.

Growth control · governed daily cadence

CC OPERATING MAIL / FRI 16:30

6 source views joined

FromStrategy & Ops controlfriday-scorecard@capitalcurve.example

ToCOO + function ownersSeven recipients

CcOperating PartnerPortfolio readout

SentFriday · 4:30 pmWeek 32

Data as atFriday · 4:12 pmGenerated 4:24 pm

Attachments5-E scorecard.xlsxMonday actions.pdf2 files · six sources joined

FRIDAY / OPERATING SCORECARD

The week’s position, with Monday actions attached

This view joins delivery, capacity, margin, billing, growth, and cash. Red positions are expanded only where a named action or decision is required.

Controls on plan04 / 082 improved

Owner actions053 Monday

Records closed11100% signed

SCORECARD

Current operating position

Target / variance / owner

Metric	Current	Target	Variance	Owner / next action
On-time delivery	74%	85%	−11 pp	Delivery lead · recovery plan
Capacity loaded	58%	70%	−12 pp	COO · rebalance Monday
Gross margin	52%	50%	+2 pp	Finance · monitor
Billing ready	82%	90%	−8 pp	Finance · clear blockers
Pipeline coverage	3.2×	3.0×	+0.2×	Revenue · protect quality
Cash collected	67%	80%	−13 pp	CFO · collections focus

4-WEEK TREND

Direction before the current status

W29 / W30 / W31 / W32

Pillar	W29	W30	W31	W32	Read
Delivery	82%	79%	77%	74%	Declining
Margin	49%	50%	50%	52%	Recovering
Billing ready	91%	88%	86%	82%	Titan effect
Pipeline quality	2.8×	3.0×	3.1×	3.2×	Improving

READOUT

What changed this week

Compared with last Friday

Delivery pressure is now concentrated in Titan rather than spread across the portfolio. The same delay holds $128K of milestone billing and creates the only material capacity collision for next week.

Better: margin recovered two points after scope controls went live.
Worse: Titan UAT moved a further three days during the week.
Stable: pipeline coverage remains above policy with one quality exception.

MONDAY

Actions already prepared

Owners notified

COO: Decide the Titan QA move by 10:00
Delivery lead: Confirm client recovery dates after decision
CFO: Approve the collections escalation sequence
Revenue lead: Resolve Orion commercial position by Friday

Close record

All underlying source links, rules, exceptions, and prior decisions remain attached to the governed register.

Sources

Delivery · capacity · margin · billing · growth · cash

Calculation

Current values use Friday close; targets are leadership-approved operating policies.

Strategy & Ops control · Friday cadence

CC OPERATING MAIL / BOARD DRAFT

Distribution locked

FromFinance controlboard-pack@capitalcurve.example

ToCFO + Operating PartnerApproval group

CcBoard pack ownerDistribution locked

StatusDraft · approval pendingVersion 04

Data as atMonth-end · 5:00 pmGenerated 6:18 pm

Attachments13-week cash.xlsxAssumption log.pdf2 files · distribution locked

BOARD / 13-WEEK CASH

Liquidity holds above policy after the prepared actions

The outlook below joins the bank position, receivables, payables, payroll, pipeline assumptions, and signed owner actions. Distribution remains locked.

Opening cash$614KReconciled

Low point$302KWeek 5

Policy floor$275K$27K headroom

OUTLOOK

Thirteen-week closing cash

Illustrative $000

W1614
W2552
W3478
W4391
W5302
W6338
W7379
W8412
W9458
W10506
W11538
W12571
W13619

Policy floor$275K

SCENARIOS

Headroom under three operating cases

Low point / timing / owner

Case	13-week low	Headroom	Timing	Assumption owner
Base	$302K	+$27K	Week 5	CFO · current actions
Downside	$248K	−$27K	Week 6	COO · inflows +2 weeks
Upside	$448K	+$173K	Week 4	Revenue · early collection

SENSITIVITY

What could change the low point

Three governed assumptions

Titan billing: $128K held until milestone evidence
Collections action: $146K expected by Friday, confidence 0.78
Supplier A: $94K held pending duplicate check
Downside case: $248K low if both inflows slip two weeks

BOARD COMMENTARY

Prepared narrative

Draft for owner review

Liquidity remains above policy in the base case. The narrowest point occurs in week five and depends on two named operating actions, both visible in the decision register. No assumption is presented without its source, confidence, and owner.

Operating Partner: confirm the narrative reflects the current operating posture.
CFO: approve the base case, downside case, and distribution list.
System: attach the signed receipt before the board pack can leave the gate.

Distribution gateCFO + Operating PartnerLocked until both approvals are recorded

Audit trail

Bank reconciliation / AR ageing / AP register / payroll schedule / signed decisions / model assumptions.

Calculation

Direct-method weekly cash; opening bank reconciled; timing follows signed owner assumptions.

Controls

Base, downside, and distribution list require CFO and Operating Partner approval.

Finance control · board cadence

05 / Headline gains

Headline gains. Capability that stays.

An Operating Partner found the economic opportunities and set the priorities. A Forward Deployed Engineer installed the data, reporting, and controls that keep the gains visible.

01$3M incentive-related claims found

Opportunities identified during the engagement.

02~$130K/year saved

Recurring tooling cost removed.

03Capability installed

1 → 5 entities, 22 findings mapped, daily cash visibility.

The Operating Partner identified the opportunities. The Forward Deployed Engineer installed the client-owned finance capability behind them.

Anonymised engagement outcomes. Opportunities found are not cash received.

06 / Start here

Build the function beside your team.

Bring the constraint that keeps returning. We will work beside the people who own it and build the operating capability that stays with the team.

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