We build the dashboards leadership teams actually open — from the systems you already have, in weeks rather than years.
Twenty years in pharmaceutical R&D and industrial transformation. Geneva.
The figures below are illustrative. The structure is the one running in production at an international pharmaceutical group.
A rolling twelve months. The last point is the last closed month — partial months are never shown.
Status entered by the project manager, never computed. A non-green status requires a comment.
Six engagements, three international groups, four different functions. The starting point is always the same.
Costs are tracked by department, not by project. The contract file does not say which supplier each contract belongs to. There is no shortage of data — what is missing is what connects it.
Two weeks a month on a 1,400-row workbook. Twenty days to consolidate sales. Six requests to the finance function for a single report. The cost is known to everyone.
A platform bought at great expense, serving one team only. A business system installed at “the bare minimum”. The image keeps coming back from clients themselves: a Ferrari missing its doors.
“Access to other directorates’ data is a political issue, not a technical one.” An automation that worked, stopped for internal reasons. That is the ground you have to be able to cross.
These five offers follow on from one another, but each stands alone. We start with whichever unblocks your situation.
A structured session across four pillars — data, technology, people, process — scored in bands. You leave with a position on a 1-to-5 scale, a one-page heatmap, and a trajectory with two engagement options.
45 to 60 minutes · deliverable within 48 hoursA real report, deliberately partial in coverage, delivered in weeks against the friction you have quantified yourself. Not a demonstration: usable from day one.
A few weeks · bounded scopeThe setup that lasts: your data linked together, automatic refresh, a history you can compare against, a built-in quality check, and access managed function by function.
Scoped in daysA structured diagnostic, calibrated on orders of magnitude observed in the field, producing a trajectory and a phased contract with a decision point at each stage. Often: protecting you from committing too early.
Phases with a decision pointFor teams that would rather build it themselves: raising the level on Power BI, reviewing existing models, design and governance rules. We work alongside your analysts rather than in their place. It is the arrangement chosen by the financial institutions and pension funds we support.
By the half-day · in sessionTwo certifications awarded by Hoshin Partners, a Lean and Lean Six Sigma training body in French-speaking Switzerland.
The discipline of process improvement, applied to what repeats: a monthly report, a closing cycle, an approval chain.
The governance framework for enterprise AI: where it creates value, under what data conditions, and with what controls.
“It’s all automated. Finance is automated, milestones are automated. They just have to write a few lines on a slide and their update is ready. It’s as if we’d given them time back.”
Head of a Strategic Management Office — international pharmaceutical group