OPERATIONS / MANAGEMENT REPORTING / 2016 — 2020

Splitting one P&L into two operating lines

I separated new-book growth from the legacy portfolio so management could distinguish investment, maintenance, and true operating performance.

Two enginesClearer accountabilityInvestment and maintenance economics became visible.

One bridgeAccounting integrityManagement insight stayed reconciled to formal reporting.

Better allocationOperating choicesResources followed the economics of each line.

01 / THE CHALLENGE

What had to be made clear

Create a management view that preserved accounting integrity while making the two operating engines visible and accountable.

02 / MY ROLE

I designed the allocation logic, reporting bridge, and review cadence for the dual-track management view.

03 / THE APPROACH

01 Defined the boundary between new and legacy assets.

02 Allocated revenue, cost, risk, and collections using consistent rules.

03 Built a bridge from statutory reporting to management reporting.

04 Added cohort, profitability, and collection views for each operating line.

05 Used the split to guide resource allocation and portfolio decisions.

04 / DELIVERABLES

↳ Dual-track management P&L

↳ New / legacy allocation rules

↳ Profitability and collection bridge

↳ Operating review pack

BEYOND THE RESULT

This case is one part of a wider finance-and-AI practice. Explore the prototypes that make the underlying logic tangible.