From numbers that explain to numbers that steer.
I help mid-size B2B services companies build a finance function that looks forward: a handful of goals that actually matter, numbers you can build on, and dashboards that open the conversation instead of closing it.
Revenue vs. budget and gross margin %
Variance analysis by entity
| Entity | Revenue | Δ budget | Billable hours | Revenue per hour | Drill through |
|---|---|---|---|---|---|
| Consulting NL | €4.10M | +6.2% | 24,180 | €170 | |
| Secondment NL | €3.45M | +1.8% | 38,420 | €90 | |
| Managed services NL | €2.10M | −7.4% | 21,960 | €96 | |
| Consulting UK | €1.75M | +3.1% | 9,740 | €180 |
Open a row to drill through to the underlying entries and the invoice itself.
AI to build the tools, not to run your numbers.
- Repeatable
- Reliable
- Auditable
- Independent
I use AI to build what you need faster. What you get is ordinary Python scripts and Power BI models: auditable code that you can re-run as often as you like, at no cost. The result is output in Excel and Power BI that anyone can follow.
No AI agent in your monthly close, and therefore no hallucinations or inconsistency, no dependency, no privacy exposure and nothing you cannot verify.
The monthly close takes two weeks. The conversation about it takes twenty minutes.
In most growing services companies, most of the time goes into producing numbers and the least into doing something with them. The management meeting either has limited insight into the data, or starts with whether the figure is right rather than with what to do about it.
That is rarely a question of better people. It is a question of goals that were never sharpened, controls nobody set up, and reporting that is assembled by hand.
- Numbers that disappoint at the end of the year?
- Debate about which number is right, instead of about what it means?
- Dashboards that look good but never put a target next to anything?
Three steps, in this order.
Automating before you know what you are steering on just gives you faster noise. So we start with the goals.
Goals and budgeting
Turning strategy into goals the management team agrees on, using OGSM as the frame, and a budget cycle that stays relevant all year instead of once in December.
Read more02Reliable numbers and controls
I put in place the checks an auditor or buyer asks for first, and automate them so they run every month and log their own evidence.
Read more03Insight and steering
Power BI dashboards that combine financial and operational data.
Read moreWhat it delivered.
Keeping up with an organisation that doubled
Home of People · own employment
Delivered, but never invoiced
Medical company · anonymised
Taking the monthly process off the team’s hands
B2B services company · anonymised
An accountant who hates manual work.
I’m Vincent Blaak, a Dutch chartered accountant. Nine years in audit, financial control, business control and ESG reporting, the last of them at a services company that grew from €70M to €150M. That is where I learned what good reporting is worth when it comes with sharp goals.
Working for myself, that is what I focus on: sharpening the goals, making the numbers reliable and taking the manual work out. Mostly remote, and where possible from a coast with decent waves.
What do you want to steer better?
Tell me briefly what you’re running into. I reply within one working day, even when I think someone else is a better fit.