Project owners
Update forecast to complete and milestones against the budget they were given. No monthly spreadsheet to send round.
Forecast · Spend · Budget
Solutions / Projects
AIchieve for Projects
Budget · Spend · Capex
Every project inside the group plan, not beside it
Project budgets, spend, commitments and forecast to complete, with capex, depreciation and cash flowing straight into the three statements. Project owners update their own numbers, and finance sees the effect the same day.
Connects to your ERP, purchasing and timesheets. Live in hours.
The project lifecycle
From business case to depreciation, on one model
Every stage of a project connected to the group plan as it happens. Pick a stage to see it in AIchieve.
Before anything is approved
Build the case on the same numbers as the plan
Capital cost, phasing and benefits are modelled against the operations and revenue plans they depend on, so NPV, IRR and payback are calculated on the business as it is planned, not on a standalone sheet.
- NPV, IRR and payback at your hurdle rate
- Benefits linked to the plans that deliver them
- Sensitivity to delays and cost overruns
← Back to BoardsBoards/Business Case
Business Case · Warehouse Automation
Dashboards + AI Overview
Scenario: Business caseEntity: UKHorizon: 5 yearsRate: 10%+
At 10% discount rate
£210K
NPV
Hurdle 12%
16.2%
IRR
Cumulative cash
3.3 yrs
Payback
Phased over 3 quarters
£1.20M
Capital budget
Cash Flows and Benefits
£K · benefits linked to the operations plan for Manchester · capital phased into cash flow
| £K | Y0 | Y1 | Y2 | Y3 | Y4 | Y5 | Total |
|---|---|---|---|---|---|---|---|
| Capital cost | (1,200) | — | — | — | — | — | (1,200) |
| Labour savings | — | 180 | 250 | 260 | 265 | 270 | 1,225 |
| Throughput margin | — | 130 | 170 | 180 | 190 | 195 | 865 |
| Maintenance | — | (30) | (40) | (40) | (45) | (45) | (200) |
| Net cash flow | (1,200) | 280 | 380 | 400 | 410 | 420 | +690 |
AI Overview
PlannerWarehouse automation clears the 12% hurdle with an IRR of 16.2%. If the throughput gains arrive a year late, payback stretches from 3.3 to 3.8 years.
Submit for approvalRun sensitivity
- Benefits linked to the operations plan
- Capital phased into cash flow
- Sensitivity to late benefits
When a request comes in
Approve against the budget that is actually left
Requests route by value, type and department, and each one is checked against remaining budget and cash headroom as it is submitted. Approvers see the effect on the group plan before they sign off.
- Approval routes by value and type
- Headroom checked on submission
- Approved spend flows into the plan straight away
← Back to BoardsBoards/Project Approvals
Project Approvals
Dashboards + AI Overview
Scenario: Budget FY2026Entity: AllQuarter: Q3Status: All+
This quarter
4
Requests in pipeline
Within remaining budget
£207K
Value within plan
Needs executive approval
£310K
Outside current plan
From current portfolio
£112K
CAPEX headroom
Requests and Approval Routes
£K · routed by value, type and department · budget and cash headroom checked on submission
| Request | Dept | Type | £K | Payback | Budget | Stage | |
|---|---|---|---|---|---|---|---|
| Dublin racking upgrade | Operations | Capex | 64 | 2.1 yrs | Within plan | Finance | In review |
| Riyadh DC phase 2 | Operations | Capex | 310 | 14.8% | Not in plan | Executive | To approve |
| Sales CRM rollout | Sales | Opex | 48 | — | Within plan | Complete | Approved |
| Data warehouse | Finance | Capex | 95 | 3.0 yrs | Within plan | Department | Draft |
AI Overview
PlannerRiyadh phase 2 needs £310K that is not in the plan. The £112K of portfolio headroom covers a third of it, so the rest needs a funding decision at the executive review.
Route to executiveCompare timing
- Approval routes by value and type
- Headroom checked on submission
- 1 request outside plan
Every week
See spend and commitments as they happen
Invoices, purchase orders and timesheets are read from your systems and matched to each project. Actuals and open commitments sit side by side, so a timing difference is never mistaken for an overrun.
- Actuals from ERP and timesheets
- Open purchase orders as commitments
- Timing separated from overrun
← Back to BoardsBoards/Spend & Commitments
Spend & Commitments
Dashboards + AI Overview
Scenario: Actual vs BudgetEntity: AllPeriod: H1 FY26Project: All+
57% of forecast
£1.26M
Spent to date
From purchase orders
£470K
Open commitments
Behind budget phasing
−£67K
H1 timing variance
Spending ahead of budget
+£46K
ERP migration
Portfolio Spend vs Budget Phasing
£K · actual to June · purchase orders due from July · £67K behind phasing
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Spend by Project
H1 · £K · against budget phasing
| Project | Budget | Actual | Var | POs |
|---|---|---|---|---|
| Riyadh fit out | 380 | 412 | +32 | 96 |
| ERP migration | 250 | 296 | +46 | 88 |
| Warehouse | 650 | 538 | (112) | 270 |
| Carrier switch | 45 | 12 | (33) | 16 |
AI Overview
AnalystPortfolio spend is £67K behind budget phasing, and most of that is timing: warehouse automation is waiting on equipment delivery. ERP migration is spending £46K ahead of its budget.
Review ERP migrationDrill to invoices
- Actuals from ERP and timesheets
- Open purchase orders as commitments
- ERP migration ahead of budget
Every month
Forecast at completion, owned by the people delivering
Project owners update forecast to complete for their own projects, split between what is committed and what is still an estimate. Finance reviews, approves, and the group plan and cash flow update with it.
- Owner forecasts captured in the model
- Committed and estimate separated
- Contingency tracked across the portfolio
← Back to BoardsBoards/Forecast to Complete
Forecast to Complete
Dashboards + AI Overview
Scenario: Rolling ForecastEntity: AllYear: FY2026Owner: All+
Budget £2.32M
£2.20M
Forecast at completion
Under budget
+£112K
Portfolio variance
£470K committed
£945K
Forecast to complete
Awaiting approval
1
Owner update to review
Forecast at Completion by Project
£K · owner forecasts split into committed and estimate · flows to the group plan on approval
| Project | Budget | Actual | Cmt | Est | Forecast | Var | |
|---|---|---|---|---|---|---|---|
| Riyadh fit out | 620 | 412 | 96 | 76 | 584 | +36 | Approved |
| ERP migration | 410 | 296 | 88 | 54 | 438 | (28) | To approve |
| Warehouse automation | 1,200 | 538 | 270 | 332 | 1,140 | +60 | Approved |
| Benelux carrier switch | 85 | 12 | 16 | 13 | 41 | +44 | Approved |
AI Overview
PlannerThe ERP migration owner updated the forecast yesterday and it is now £28K over, driven by data migration. Releasing £28K of warehouse contingency covers it without changing group CAPEX.
Approve with contingencyAsk the owner
- Owner forecasts captured in the model
- Committed and estimate separated
- 1 update awaiting approval
As assets go live
Capex, assets and depreciation without the rework
Spend is split into capital and operating cost by cost line, using your policy. Assets under construction build on the balance sheet, and depreciation starts from the in-service date over the useful life you set.
- Capex and opex split by cost line
- Assets created on the in-service date
- Depreciation in the P&L and balance sheet
← Back to BoardsBoards/Capitalisation
Capitalisation & Depreciation
Dashboards + AI Overview
Scenario: Rolling ForecastEntity: AllYear: FY2026Policy: Group+
Across 3 projects
£1.91M
CAPEX at completion
On the balance sheet
£1.08M
Assets under construction
From in-service dates
£27K
Depreciation FY2026
Once all are live
£245K
Annual depreciation
Assets and Depreciation
£K · capex and opex split by cost line under your capitalisation policy · depreciation from the in-service date
| Project | Capex | AUC | In service | Life | Annual | FY26 |
|---|---|---|---|---|---|---|
| Riyadh fit out | 540 | 380 | Sep | 10 yrs | 54 | 18 |
| ERP migration | 262 | 180 | Nov | 5 yrs | 52 | 9 |
| Warehouse automation | 1,110 | 520 | Jan FY27 | 8 yrs | 139 | — |
| Benelux carrier switch | — | — | Expensed | — | — | — |
AI Overview
AnalystDepreciation steps up to £245K a year once all three assets are in service. Moving the Riyadh in-service date to October takes £5K out of this year's charge.
Review asset registerDrill to cost lines
- Capex and opex split by cost line
- Assets created on the in-service date
- Depreciation in P&L and balance sheet
Who works in it
One portfolio, every role
Each person works on their part of the same numbers, so the portfolio, the forecast and the group plan never drift apart.
PMO
See every project's spend, commitments and forecast together, with the ones drifting from budget flagged early.
Portfolio · Commitments · Risk
Finance
Get capex, opex, depreciation and cash straight into the group plan, coded the way the ledger expects.
Capex · Depreciation · Cash
Leadership
Compare funding options with their full financial and operational effect before the investment decision.
Scenarios · Returns · Headroom
Three statements
Every project, in all three statements
Spend is split into capital and operating cost as it is coded. Capital builds assets and then depreciation, operating cost lands in the P&L, and both reach cash flow when they are paid. Nothing is rekeyed into the group plan.
Riyadh fit out£584K
ERP migration£438K
Warehouse automation£1.14M
Benelux carrier switch£41K
Capital
£1.91M
Builds assets, then depreciation
Operating
£291K
Expensed as incurred
BSBalance sheet
- Assets under construction
- £1.08M
- Fixed assets on completion
- £1.91M
P&LProfit and loss
- Operating project cost
- £291K
- Depreciation, FY2026
- £27K
CFCash flow
- Capital spend, investing
- £1.91M
- Operating spend
- £291K
Coded once
Each cost line is classified under your capitalisation policy as it arrives from the ERP, not reclassified at month end.
Depreciation that starts itself
Assets move from under construction to fixed assets on the in-service date, and depreciation follows over the useful life you set.
Cash when it is paid
Payment timing comes from purchase orders and invoices, so the cash flow shows when money actually leaves, project by project.
Portfolio decisions
Decide what to fund, delay or stop
Defer a project, add one or change its phasing, and see capital spend, depreciation, cash and the operational effect side by side. The base plan stays untouched until you promote a version.
← Back to BoardsBoards/Portfolio Scenarios
Portfolio Scenarios
Dashboards + AI Overview
Scenario: 3 versionsEntity: AllYear: FY2026Driver: Project timing+
Base plan
£1.91M
Capital spend FY2026
A · defer warehouse
£1.63M
Capital spend FY2026
B · Riyadh phase 2
£2.22M
Capital spend FY2026
Base untouched
3
Statements regenerated
Portfolio Scenario Comparison
FY2026 · P&L, balance sheet and cash flow regenerated for each version · operational effect from the operations plan
| Measure | Base plan | A · Defer warehouse one quarter | B · Add Riyadh phase 2 in Q4 | ||
|---|---|---|---|---|---|
| FY2026 | Value | vs base | Value | vs base | |
| CF Capital spend £K | 1,912 | 1,634 | (278) | 2,222 | +310 |
| BS Net cash, December £K | 1,840 | 2,118 | +278 | 1,530 | (310) |
| CF Cash runway | 14.2 mo | 15.9 mo | +1.7 | 12.6 mo | (1.6) |
| P&L Depreciation FY2027 £K | 245 | 210 | (35) | 276 | +31 |
| OPS Manchester go live | Jan | Apr | +1 qtr | Jan | — |
| OPS Riyadh peak utilisation | 120% | 120% | — | 94% | (26 pts) |
| Plan of record | Current | Version | Version | ||
AI Overview
PlannerDeferring warehouse automation one quarter frees £278K of cash this year, but leaves Manchester on third party overflow for three more months. Riyadh phase 2 brings KSA peak utilisation from 120% to 94%.
Compare versionsPromote to plan
- Project timing moved as a driver
- Three statements regenerated
- Operational effect from the operations plan
Questions
What project and finance teams ask us
Anything not covered here, we would rather answer on your own portfolio.
Other teams
Every team that projects depend on
Same model, same live data. Adding a team is a permission, not a project.
Finance
Owns the model. Forecasting, scenarios, reporting, variance and close on one connected view.
ExploreSales and marketing
Revenue plans, quota, territory and capacity that add up to the number finance is forecasting.
ExploreHeadcount and HR
Hiring plans, ramp, attrition and cost per head modelled against capacity and margin.
ExploreOperations and supply
Demand, inventory, capacity and cost per unit linked to the margin and cash they drive.
ExploreBring your project tracker and your CAPEX plan.
Your own projects and your own model. See forecast at completion, open commitments, and the capex, depreciation and cash each project puts into the group plan, before the next investment committee.
✓ Your project tool stays as it is
✓ Your data, not a sample dataset
✓ Your capitalisation policy, as you set it