Advisory · Systems · Intelligence
Growing companies get advice from people who can’t implement it, and implementation from people who don’t understand the business. Hexis does both — the financial and operational judgment to know what matters, and the engineering to build it against the systems you already run.
Advisory
Where is the business actually going?
Executive judgment
Systems
What does the company run on?
Business infrastructure
Intelligence
What is actually happening right now?
Custom software and data
01Three practices
Most firms occupy one of these. The value is in the overlap: the same people who understand what the business is trying to measure also control the systems that hold the data and write the software that reports it.
Executive judgment
Fractional CFO and operating leadership for companies that need executive judgment before they can justify an executive salary.
Business infrastructure
The infrastructure the business depends on — managed, secured, integrated, and chosen on the merits rather than the brochure.
Custom software and data
Custom Business Intelligence and software built around the systems you already run — reconciled before it is ever put on a dashboard.
02The difference
Most advisory engagements end at the recommendation. Ours end at the thing working. The people who identify the problem are the people who build the fix, which removes the handoff where most projects quietly die.
We do not take whatever number a system produces and put it in a better-looking chart. We establish what the number is supposed to mean, find the authoritative source, reconcile it against what management already trusts, and resolve the difference. Then we build the report.
The same firm can work through a cash-flow forecast with your controller and a database schema with your ERP vendor. That combination is unusual, and it is the reason the work lands.
Growing companies accumulate a part-time accountant, an IT vendor, a software reseller, and a spreadsheet nobody owns — four views of one company and no one responsible for the whole picture. We replace the seams.
03How the work holds up
Your ERP stays your ERP. We read from it, apply your company’s own definitions, join in whatever lives elsewhere, and build the reporting on top. Nothing about that requires replacing the system of record — which is usually the most expensive and least necessary advice a business in this position gets.
Reconcile the number first. Then build the dashboard.
systems of record → intelligence layer → decisions
Systems of record
What the company already owns
Hexis intelligence layer
Read-only against the systems of record. The ERP is never written to.
What management gets
On desktop, laptop and phone
An intelligence layer should never write into the system it reads. Reporting can then be opened up broadly without putting the books at risk — and it is the reason this kind of work can responsibly be pointed at a live production database.
Where the information a business needs does not exist in its ERP, we hold it in the application rather than forcing it into a system that was never designed for it — overlaid on the live feed, not pasted into it.
Role-based access with per-report permissions and a deny-by-default policy. Broad access to information should not mean a broader risk surface.
03Selected capabilities
Reporting and applications that exist because a specific figure was unreachable, untrusted, or assembled by hand every month. Each of these starts from a definition, not a dashboard.
Balance sheet and income statement rebuilt from the general ledger, with drill-through from any line to the postings behind it.
Ties to the ledger
Cost treatment chosen by transaction type rather than one blanket assumption, so margin reflects the accounting instead of an averaging shortcut.
Margin you can defend
Your documented compensation rules encoded in software, producing the same workbook your team already reads rather than an unfamiliar replacement.
Preserves the familiar format
Cash and credit projected from open receivables, open payables and committed purchases, with levers the finance team adjusts directly.
Forward visibility
Ask in normal business language. The system applies your validated definitions, queries the data, returns the rows, and writes the explanation.
Your definitions, not defaults
Operational subledgers tied to their general-ledger control accounts on demand, by location and category, rather than only at close.
Subledger to GL
Filings and recurring packages rebuilt as software on a governed connection, removing spreadsheet fragility and dependence on one person’s knowledge.
Key-person risk removed
Operational, expense and third-party API data joined to ERP records so a single row reconciles across systems that previously disagreed.
One reconciled view
05Ask your business a question
Not just where the columns live. Management’s definition of a number is frequently not the system’s default, and a query that ignores the difference returns a confident wrong answer. So the validated business rules go in with the question.
Question
Asked in plain business language, by the person who needs the answer.
Business rules
The company’s validated definitions — not just the database schema.
Query
Generated and executed against the read-only connection.
Validated result
Checked for failure and for implausibility; revised or escalated when it fails.
Narrative
A short written explanation of what the numbers say, and the rows behind it.
Accuracy is tested rather than assumed. A separately verified set of 38 business questions with independently known answers is used to check the engine; it currently returns the correct value on all 38.
Ask a business question
read-only · sample data
Pick a question and run it. The platform applies the company’s own definitions before it writes a query — which is why the answer reconciles to the figures management already trusts, and why this is not the same thing as pointing a language model at a database schema.
An illustration built with invented data for a fictional company. Not connected to any live system.
06How we work
Short cycles with something usable at the end of each. The validate step is not a formality — it is where most reporting projects are quietly wrong, and it is the reason ours get used.
We map how the business actually runs — the systems, the spreadsheets, the workarounds, the calculations people trust, and the ones they have stopped trusting. The workarounds are usually the most informative part.
We connect the systems and build the thing: reporting, integrations, applications, infrastructure. Working software early, against live systems, reviewed with the people who will use it.
Every material figure is reconciled to a source management already trusts — the financial statements, the GL detail, the commission workbook, the known-good report. Where two systems disagree, we establish why before shipping.
We run it, support it, automate what recurs, and document it so the company is not dependent on us to keep it alive. Where the right answer is a handoff, we hand it off.
07Who you work with
Founder & Chief Executive Officer
Leads the Advisory practice — fractional CFO work, financial strategy, operations, and the executive reporting that turns company data into decisions. Also leads the Intelligence practice’s business side: defining what a number is supposed to mean before anyone builds a report around it. Earlier in his career he built financial and operational reporting over a legacy enterprise ERP, which is where the conviction that a figure has to reconcile before it goes on a dashboard comes from.
Chief Technology Officer
Leads the Systems practice — IT, cybersecurity, infrastructure and systems architecture. Responsible for the technical operations that keep the environment reliable and secure, and for the implementation work behind every recommendation.
Start here
A conversation about where the numbers come from, what they are supposed to mean, and what it would take to trust them. No deck required.