Source-agnostic integration
Connect ERP, finance, spreadsheets, data warehouses and operating systems.
Enterprise cost and profitability intelligence
See what drives profit. Know what to change.
Optifi connects financial and operational data in one governed economic model, revealing true cost, net margin and the decisions that change performance.
Governed allocation Financially reconciled Traceable to source
Connected enterprise data
FinanceOperationsCommercial
One governed profitability model
Traceable logic Financially reconciled
Decision-ready insight
True costProfitabilityScenarios
01 / Platform architecture
Five connected disciplines. One governed profitability model.
Explore Optifi by the management outcome you need. Each category carries the same approved data and allocation logic from source to decision.
01 / Connect Data
Build a controlled foundation from any enterprise source.
Bring financial and operational evidence together without flattening the detail management needs. Every input is validated, mapped, versioned and reconciled before modelling begins.
01Source systems
ERP, finance, CRM and operations
02Validate
Completeness, mapping and quality
03Structure
Dimensions, measures and hierarchies
04Reconcile
Approved, model-ready data
Controlled preparation
Retain versions, ownership, validation checks and visible reconciliation.
Common data language
Align products, customers, channels, activities and business units before allocation.
02 / Allocate Cost
Turn resource consumption into defensible true cost.
Separate direct and indirect cost, assign resources to activities and apply governed drivers through to products, customers, services, routes and business units.
OptifiProfitability intelligenceCost allocation and driver model
Model reconciled
Total source cost$366.1mLedger reconciled
Direct cost$192.4m52.6% directly assigned
Indirect cost$173.7m47.4% driver allocated
Cost objects12 486$0 unallocated
Materials and components $126.2mDirect labour $50.4mOutbound freight $15.8m
Shared resources $114.1mSupport functions $34.6mShared labour $25.0m
Resource driversFloor areaSystem useMachine hoursFTE hoursSupport time
Activity driversUnits producedOrders handledLines pickedService eventsTransactions
Material consumptionDirectInventory ledgerBOM + actual usageProducts100.0%
Production labourDirectPayroll + timeActual production hoursProducts100.0%
Machine supportIndirectEquipment poolMachine hoursProduction activities100.0%
Warehouse handlingIndirectFulfilment poolLines pickedCustomers + channels100.0%
Technology supportIndirectSystems poolTransactionsBusiness units99.8%
03 / Analyse Profitability
See where profit is created, diluted or lost.
Move from total margin to fully absorbed product, customer, channel, service and business-unit profitability, supported by reconciled statements and variance analysis.
OptifiProfitability intelligenceProduct profitability analysis
Products | Actual
SegmentRevenueOperating profitMargin
Industrial controls$96.4m$18.8m19.5%
Service contracts$72.1m$16.6m23.0%
Components$108.2m$12.9m11.9%
Legacy products$41.5m($1.8m)(4.3%)
OptifiProfitability intelligenceCustomer profitability analysis
Customers | Actual
SegmentRevenueOperating profitMargin
Strategic accounts$88.6m$17.7m20.0%
National accounts$124.3m$15.4m12.4%
Regional accounts$76.8m$8.1m10.5%
High-service segment$34.9m($2.4m)(6.9%)
OptifiProfitability intelligenceFully absorbed income statement
Actual vs budget
| Line item | Actual | Budget | Variance |
|---|---|---|---|
| Revenue | $428.6m | $415.0m | 3.3% |
| Cost of sales | ($286.4m) | ($279.8m) | (2.4%) |
| Gross profit | $142.2m | $135.2m | 5.2% |
| Operating expenses | ($79.7m) | ($77.2m) | (3.2%) |
| Operating profit | $62.5m | $58.0m | 7.8% |
| Operating margin | 14.6% | 14.0% | 0.6 pts |
OptifiProfitability intelligenceProfitability waterfall
Fully absorbed view
$428.6mRevenue
($170.8m)Materials
($78.6m)Conversion
($37.0m)Logistics
$142.2mGross profit
($79.7m)Operating expenses
$62.5mOperating profit
OptifiProfitability intelligenceActual, budget and forecast profitability
FY 2026
Fully absorbed profitability pathwaysTrace every view from revenue to operating profit.
RevenueCost layerGross profitOperating profit
RevenueCost of salesGross profitOperating expenses
RevenueMaterialsDirect labourProduction overheadLogisticsAllocated supportGross profitSales & marketingCustomer serviceTechnologyCorporate adminOther opexOperating profit
Actual revenue exceeds budget, providing the largest favourable movement.
Materials and direct labour absorb part of the revenue upside.
Actual gross profit remains ahead despite input and logistics pressure.
The latest outlook indicates further operating-profit potential.
04 / Model Decisions
Test the profitability consequence before you act.
Change price, volume, input cost, service levels or portfolio scope. Optifi shows how avoidable, committed and shared cost changes the enterprise result.
OptifiProfitability intelligenceScenario and sensitivity modelling
Scenario S-204
Base operating profit$62.5m14.6% margin
Scenario operating profit$58.2m14.5% margin
Profit movement($4.3m)(6.9%) vs base
Avoidable cost$24.0mLeaves the model
Cost redistributed$14.3mRetained by enterprise
Management leversPortfolio rationalisation
5 changesObject changes
Product CDiscontinue
Customer 14Exit relationship
Profitability impact bridgeWhat changes enterprise profit
Running operating profitBase operating profit$62.5m
Price+$7.9m$70.4m
Volume($1.6m)$68.8m
Input cost($2.3m)$66.5m
Service design+$2.5m$69.0m
Portfolio exit($10.8m)$58.2m
Cost reassignment after an object is removedFollow cost before approving the exit.
Avoidable direct cost exits. Committed direct capacity is reclassified before allocation, while shared cost remains and is redistributed to surviving objects.
Product CRevenue $21.6mAssigned cost $24.1m
Customer 14Revenue $13.2mAssigned cost $14.2m
Cost treatment
Avoidable direct costMaterials, variable labour and freight
$24.0m exitsCommitted direct capacityReclassified to a shared pool
$5.1m retainedProduct A
+$3.2m18.4% → 16.9%Product B
+$2.4m15.2% → 13.8%Customer cluster North
+$4.1m14.1% → 10.9%Remaining portfolio
+$4.6m12.8% → 11.7%AI-supported analysis
Explain the movement. Focus the action.
Use governed model outputs to accelerate variance explanation, root-cause analysis and management review without replacing financial judgement.
OptifiProfitability intelligenceAI-supported insights and actions
6 findings
Management question
What changed operating margin against budget, and where should management focus?Analysis uses governed Optifi model outputs and remains subject to management review.
01
Material cost pressurePackaging and component inputs reduced operating profit by $3.2m.
Review sourcing02
Customer service complexityTwelve accounts contribute revenue but fall below the target margin after service cost.
Review service terms03
Portfolio exit warningRemoving fully absorbed loss-making objects reduces enterprise profit when assigned cost is not avoidable.
Review scenario05 / Govern & Scale
Keep every result controlled as the model expands.
Define ownership, versioning, allocation approval and reconciliation once, then extend the same logic across business units, products, customers and scenarios.
Defensible profitability
Reconcile management insight to finance and make every allocation explainable.
Enterprise accountability
See where complexity consumes value and where focused action will improve margin.
Faster analysis
Replace repeated spreadsheet work with governed, reusable profitability views.
Controllable economics
Connect resource use, capacity and service decisions to financial outcomes.
Integration
Connect approved financial and operational sources through a structured data model.
Governance
Define ownership, allocation rules, version control and reconciliation requirements.
Implementation
Validate the data, economics and business value through a focused Proof of Concept.
Scalability
Extend models across business units, products, customers, channels and scenarios.
See Optifi against your economics
Make your next profitability decision with evidence.
Bring us the allocation, cost-to-serve or margin question your current reporting cannot answer clearly.