CLARITY
One set of numbers, defined once, that leadership, the board and the sponsor all trust.
Performance Measurement builds the layer every improvement program depends on: KPI definitions agreed by leadership, data pulled automatically from the systems that hold it, dashboards that show performance against baseline and plan, and a reporting rhythm that turns numbers into decisions. A light baseline comes with every Ometz engagement. This is the full build, for companies that want measurement as a permanent capability and for sponsors who want comparable numbers across a portfolio.
The outcome
What changes when the program runs.
Numbers people trust
One definition for each KPI, reconciled to the financials, so meetings discuss the business rather than whose data is right.
Faster reporting
Weekly and monthly packs assembled automatically, so finance spends its time on analysis instead of collection and validation.
Early warning
Thresholds and alerts on the measures that move first, such as bookings, cancellations, denials, net new assets, pipeline and cash.
Proof of value
Every initiative, ours included, reported against its baseline, so investment follows results.
Capabilities
What the work covers.
01
KPI framework and definitions
A metric tree from enterprise value drivers down to operating measures, with owners and definitions written down and agreed.
02
Data integration
Automated extracts from ERP, CRM, practice-management, custodial and planning systems into one governed data model.
03
Dashboards and management packs
Leadership, board and lender views built from the same data and refreshed on schedule.
04
Initiative and synergy tracking
Value-creation, integration and improvement initiatives tracked from plan to realized impact.
05
Portfolio reporting for sponsors
Comparable KPIs across portfolio companies, with company-level detail for operating partners.
06
AI-assisted variance commentary
First-draft explanations of variances generated from the underlying data, reviewed and edited by finance before anything goes out.
07
Data quality monitoring
Automated checks for missing, late or inconsistent data, so problems surface before the board meeting rather than during it.
How it works
From baseline to measured result.
Each phase reports against the baseline agreed at the start, so progress is read in your own numbers.
Weeks 1–2
Define
The KPI tree, definitions, owners and reporting calendar agreed with leadership; data sources and quality issues mapped.
KPI tree · Definitions · Source mapping · Reporting calendar
Weeks 3–6
Build
Data pipelines, the governed model and the first dashboards and management pack built and reconciled to the financials.
Data pipelines · Data model · Dashboards · Reconciliation
Weeks 7–10
Adopt
The reporting rhythm installed: weekly and monthly reviews run from the new numbers, with alerts and data-quality checks switched on.
Operating reviews · Alerts · Data-quality checks · Training
Ongoing
Run and extend
New measures, entities and acquisitions added to the same model, or the system handed to your finance team.
New entities · Change control · Handover
Engagement models
How to engage.
Scope, fee, team and deliverables are agreed in writing before work starts.
Fixed-scope build · AFTER THE DIAGNOSTIC
The measurement layer, built and adopted
KPI framework, data integration, dashboards and reporting rhythm for one company or business unit, scoped after the Performance Diagnostic.
- Agreed KPI definitions and owners
- Automated data integration
- Leadership and board views
- Reporting rhythm installed
Portfolio measurement
Comparable numbers across companies
For sponsors: a common KPI set and reporting model rolled out across portfolio companies, run on a retainer.
- Common definitions across the portfolio
- Company and portfolio views
- Value-creation plan tracking
- Quarterly additions as companies join
How we are paid
We share the risk of the plan we write.
Every program is measured against the baseline set in the Diagnostic. Where the work allows, we put part of our fee at risk against the targets we agree with you. If those measures do not move, that part is not invoiced. A plan we would not be paid on is not a plan we should sell.
The market problem, in published numbers
46%
of FP&A teams' time goes to collecting and validating data, little changed from 2024
17%
of finance organizations surveyed report best-in-class or advanced data quality, down from a five-year peak of 23% in 2022
48%
of digital initiatives meet or exceed their business outcome targets, on average, according to Gartner's survey of CIOs and technology executives
Gartner, 2025 CIO and Technology Executive Survey (press release, October 2024) (2024)
Figures are third-party market benchmarks from the cited sources, not Ometz Partners client results. We share them so you can size the problem before we ever talk.
Industry playbooks
Performance Measurement, applied to your industry.
Measurement FAQ
The baseline in each engagement measures what that program needs to prove. Performance Measurement is the permanent capability: governed definitions, automated data, dashboards and a reporting rhythm for the whole business or portfolio.
Usually not. We build on the data platform and BI tools you already license where they are fit for purpose, and recommend changes only when the current stack cannot do the job.
No. We measure business performance: revenue, margin, cost-to-serve, net new assets as a business metric, advisor productivity. We do not calculate or present investment returns for clients or for marketing.
It drafts variance commentary, reconciles and checks data, and answers questions about the numbers with references back to the source. Finance reviews and owns every figure and every sentence that leaves the building.
Next step
Find out where performance is being lost, and what it is worth to fix.
The Performance Diagnostic runs for two to four weeks at a fixed fee and ends with a baseline, three priced improvement plays and a 90-day plan. The findings are yours whether or not we continue.