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OneStream ‐ What's 
Possible?
Consolidation and Reporting Requirements 
Clients are Satisfying Using OneStream
Part I
December 18, 2015
Jay Hampton
Agenda
• Finit Introduction
• Importance of Design
• Requirements Clients Are Satisfying Using 
OneStream
• Wrap Up
2
Jay Hampton 
jhampton@finitsolutions.com
• Partner and Director of 
OneStream Team
• 11 years CPM Experience 
(Hyperion and OneStream)
• Assisted over 80 CPM 
Clients
About the Presenter
Finit Introduction
Finit Delivers Unmatched Experiences
At Finit, we believe that value and success is not just the 
end achievement of a project – we believe that value and 
success is achieved through the entire journey and 
experience of delivering a solution to a need.
Our values, process and craft guide us in this effort:
• Advocacy & Integrity
• Craftsmanship & Delivery
• Stewardship
We combine our values, process and craft with your goals 
and team to deliver more than just a solution: We deliver 
an unmatched experience.
Page 5
Our Culture
We employ approaches inside Finit to align our employees 
to our values and principles:
• We use employees, not contractors
• We actively and continually seek feedback
• We base employee compensation on customer 
satisfaction, not billable hours
• We invest in training and growth in our consultants
• We foster innovation and collaboration
• We are debt free and are committed to the success of 
our clients’ programs before the profit of ours
Page 6
Our Services and Solutions
We craft, deliver, and sustain solutions that 
improve an organization’s capabilities, controls 
and insights in the following areas:
• Financial Close & Consolidation
• Financial Planning
• Profitability & Management Reporting
• Integration and Infrastructure
Page 7
Our Company
• Founded in 2002
• 80 employees in 21 states
• We provide solutions and support during and 
after implementations.
• 100 % Project Success Rate Across:
• 235+ Clients (19 OneStream)
• 450+ Projects (25 OneStream)
• All Finit owners are actively involved in Finit’s 
operations
Page 8
Some Finit / OneStream Customers
Questions
Importance of Design
Designers Dilemma
Page 12
Viability
Feasibility
Desirability
What you WANT
the solution to 
do?
CAN we do that? 
Is it technically 
possible? Do we 
have the right 
data? What are 
the constraints?
Is the solution 
sustainable? Are 
we designing 
something that 
can be 
maintained 
easily?
Our Design Approach
Page 13
Requirement:
Support Multiple Charts of 
Accounts
Multiple CoA Overview
• CoA – Chart of Accounts
• ERP/GL CoA
• Management Reporting CoA
• External Reporting CoA
• Multiple CoA Key Points:
• Multiple CoA
• Local CoA v. Corporate CoA
• Unique base accounts
• Alternative CoA
• External CoA v. Management CoA
• Utilizes the same base accounts but rolls them up differently
• Metadata maintenance is an important consideration – having 
Local CoA’s means adding all of those elements and having good 
governance and communication.  
Page 15
Multiple CoA Possibilities
• Stage stores local GL detail and provides some analysis 
options.
• A single cube could be used to store all Chart of 
Accounts.
• Adding Local CoA’s as separate cubes inside OneStream.
• If full robust reporting is required at the Local CoA level of detail, 
having a separate analytical cube best facilitates that.
• Extend the Corporate CoA to add the majority of the 
detail the local users need.
• Having a single Chart of Accounts at a level that can be global 
while still providing the majority of local reporting needs can 
reduce the need for separate cubes and help with the 
governance challenges of multiple cubes.
Page 16
Multiple CoA Approach
Page 17
• Understand and finalize the scope of OneStream related 
to local detail.
• Discover and finalize whether a single detailed CoA can 
be utilized.
• What requirements / needs are driving the need for the local 
CoA detail?  Can it be solved through a single global CoA that 
contains more granular information?
• Determine the other local detail required beyond 
Accounts.
• Are local Cost Centers, Products, Customers, etc. required?  
• Design the Cube Approach
• Single cube versus multiple cube.
Requirement:
Multiple Currencies
Multi‐Currency Overview
• Ability to see an entity in multiple currencies or to have 
OneStream handle transactional to functional 
translations.
• Seeing Actual data at Budget FX Rates is what we refer to 
as “Constant Dollar Analysis” which is a separate topic.
• Multi‐Currency Key Points:
• OneStream has pre‐built functionality to support the translation 
of an entity into different currencies (i.e. Entity A is functional 
currency Euro and it needs to translate into USD).
• Each entity is assigned a currency to facilitate the native 
translation.  No rules or logic is needed to perform foreign 
currency translation in OneStream for local functional currency 
to reporting currency.
• For the translation from transactional to functional, OneStream 
would need to be setup to perform re‐measurement.
Page 19
Multi‐Currency Possibilities
• Only loading functional currency to OneStream
• Storing data in transactional currency and having 
OneStream perform the translation to functional 
currency.
• Setting up OneStream to handle multiple currency 
“overrides”
• If you have a Functional GBP entity that you need to see 
translated to EUR and USD but you want the equity accounts in 
both instances to translate at “historical” rates (i.e. not EOM 
rates that the rest of the Balance Sheet uses to translate)
• Creating data management jobs to move data to 
different scenarios to facilitate comparison between 
versions.  
Page 20
Multi‐Currency Approach
Page 21
• Review and understand the types of accounts the 
transactional currencies will be stored and translated for 
(all trial balance, select accounts, etc..).
• Review and understand the functional currency 
information for those entities and how that data will be 
sourced and loaded relative to the transactional 
currency.
• Understand how many reporting currencies are required 
and how equity accounts need to be translated
• Understand the logic and re‐measurement translation 
logic.
Requirement:
“Automated” Cash Flow
Cash Flow Overview
• Cash Flow Key Points:
• Cash Flow in OneStream starts with tracking Balance Sheet 
Movements through the Flow dimension.  The Flow dimension 
was designed particularly for this purpose.
• The Flow dimension can be configured, but typically stores 
Beginning Balance, Activity, FX and Ending Balance for each balance 
sheet account.
• Cash Flow accounts are setup to link to the Balance Sheet 
accounts / Flow dimension. 
• Operating, Investing and Financing line items are pulled from the 
Activity members.
• FX Impact on Cash is linked to the FX Flow members.
• Roll‐Forward and Memo items play an important role in 
completing the submission of data needed for Cash Flow.
Page 23
Cash Flow Possibilities
• Balance Sheet Movements / Unadjusted Cash Flow 
calculated in local currency at the lowest point the 
balance sheet exists.
• Roll‐Forwards and Cash Flow Memo Items submitted at a 
later time than when the Trial Balance is submitted.
• 2 common Design approaches exist:
• 2D method (Main Reporting View)
• Tracking of Cash Flow line items by data sources (calculated, 
adjusted)
• 3D method (Audit View)
• Tracking of Cash Flow line items by Balance Sheet Sub‐totals by data 
sources (calculated, adjusted)
Page 24
Cash Flow Approach
Page 25
• Define the level at where the Cash Flow will be initially 
calculated
• We recommend this to be base entities in local currency for 
proper FX treatment.
• Define the level where Cash Flow will be reported at
• This drives the minimum requirements of where roll‐forward, 
cash memo‐items and non‐cash adjustments need to be made.
• Define roll‐forward and adjustment submissions
• Detail the roll‐forward components, submission process and 
approach.
• Define the presentation approach (2D / 3D)
• Define the frequency and time periods
Requirement:
Variance / Bridge Analysis
Variance/Bridge Overview
• Explanation of change from one period to another
• Variance/Bridge Key Points: 
• OneStream has a pre‐built dimension used to store activity (Flow 
Dimension)
• Bridge ‘categories’ can be defined and stored in a custom 
dimension and can be added and applied across the accounts 
required.
• If bridge detail is calculated / input on parent reporting sub‐
totals, separate accounts will be needed.
• Parent accounts are calculated from children and cannot be input 
on.
• Statistical bridge accounts for entry can be created if necessary.
• If input is required, forms or Excel templates can be setup and a 
workflow can be entered in.
Page 27
Variance/Bridge Possibilities
• Some organizations use the Bridge categories across 
different activities:
• Bridge of information (to Last Year, to Budget, etc..)
• Walk‐Across from Forecast to Next Year Budget target
• Some organizations expand their categories to collect 
more information to help understand the assumptions:
• Inflation, Productivity, Market Growth, Price Erosion, 
Restructure, etc..
• Some organizations add textual information with bridge 
components.  
• Validations can be created and set to compare the sum 
of the Bridge categories to the true activity.  This helps 
ensure the bridge actually foots.
Page 28
Variance/Bridge Approach
Page 29
• Review and understand the level of detail bridge 
information is submitted (Entity / Account).
• Review and finalize the Bridge submission process:
• Frequency of the submission
• User workflow process and timing
• Review and finalize the Bridge categories and what can 
be calculated and what requires input.
• Review and finalize the textual information and 
validations that may apply.
Requirement:
Pre‐Seeding Budget
Pre‐Seed Overview
• Creating a starting point for users in a Budget/Forecast 
scenario
• Pre‐Seed Key Points:
• The seeding of data can be handled through multiple different 
design approaches.  
• The main driver on design decisions is the timing of the pre‐seed 
and who will be initiating it.  
• Data can be seeded either through a workflow process or 
through initiating a process to load data.
Page 31
Pre‐Seed Possibilities
• The most common seeding of data performed by 
companies is the seeding of Actual data for Forecast (i.e. 
3 months of Actual, 9 months of Forecast).
• Some organizations pre‐seed the current forecast with 
the prior forecast, while others do more of a ‘zero‐
based’ forecast approach.
• A few companies have combined modeling with seeding 
and have seeded data via starting with a base set and 
then adding drivers to it.
• Example is seeding Revenue taking current Forecast with sales 
growth rates.
Page 32
Pre‐Seed Approach
Page 33
• Review and understand all of the pre‐seed relationships 
between the different data scenarios (Actual, Budget, 
Forecast, etc..).
• Review and understand the timing of the pre‐seeding 
and whether submissions may overlap (i.e. Actual and 
Forecast occurring at the same time).
• Review and finalize the design approach and 
responsibility for seeding data.
Requirement:
Modeling / Acquisition
Modeling / Acquisition Overview
• Ability to view data with/without Acquisition or some 
other activity
• Modeling / Acquisition Key Points:
• The basis of the item to be ‘excluded’ drives the design 
approach.  
• For example, if acquisitions can be determined by looking at the 
Entity only, alternative entity hierarchies could be created to 
exclude acquisitions.
• If it can not be defined by some element inside OneStream (i.e. 
Entity, Cost Center, etc..) we have to look to understand what 
determines the excluded item and how the data can be sourced 
and mapped into OneStream.
• The reporting treatment also determines the design
• Should acquisitions be excluded for just a certain time period or for 
all of time? 
Page 35
Adjustment Overview
Page 36
• Seeing data with / without Journal entries and is similar 
to acquisitions
• OneStream has a pre‐built ‘Origin’ dimension that separates 
data by the source or origin of where it came from – Import 
(from a source system), Forms (from web forms or templates) or 
Journals (from Journal entries).  
• This dimension can be used to pick any entity and to see data across 
all sources or origin or just for one.  
• Some clients want to further classify adjustment types and 
report with / without certain types of adjustments.  Examples 
would be US GAAP adjustments, Management Adjustments and 
Audit adjustments.  
• For this type a classification, a UD dimension is setup as a data type 
dimension to track adjustments further.
Modeling / Acquisition Possibilities
• Comparative reporting with / without an Acquisition
• Comparative reporting where an Acquisition is excluded 
for its first 12 months and then included.
• Comparative reporting excluding certain types of 
adjustments (Non‐GAAP Management)
• Some organizations make ‘add‐back’ adjustments to GAAP 
financials to produce Management results and OneStream can 
be designed to show with and without those Management, Non‐
GAAP adjustments.  
• Comparative reporting excluding certain projects or 
initiatives.
Page 37
Modeling / Acquisition Approach
• Our process for this item starts with a deep 
understanding of how reporting with / without 
acquisitions would be done.
• Is there a time period of when acquisitions are included / 
excluded?
• How are acquisitions stored?  Entities, profit centers, etc..?
• Understanding the source data and how that affects the 
future reporting state ensures the solution can be 
utilized.  
• Finalize the design and approach.
Page 38
Requirement:
Forecast Process
Forecast Overview
• Forecast Key Points:
• Forecast data can be entered either through a web form inside 
OneStream or via Excel templates that pull data from OneStream.
• The items related to seeding apply to this and we have seen 3 
approaches:
• Start with Latest Actual + budget for forecast months
• Start with Latest Actual + prior forecast for forecast months
• Start with Latest Actual + no data for forecast months (Zero based)
• The definition of the Rolling Forecast is important
• Is the forecast period always 18 months out (i.e. 3 months of Actual data + 
18 months of forecasted periods, 6 months of Actual data + 18 months of 
forecasted periods).
• Or is the period always 18 months in total (i.e. 3 months of Actual data + 15 
months of forecast periods, 6 months of Actual + 12 months of forecast 
periods). 
• The level of detail of where Forecast is planned is important to 
understand.
Page 40
Forecast Possibilities
Page 41
• Some organizations perform their Forecast collection at 
a higher level of detail in the Chart of Accounts as 
opposed to the full granularity of the Actual and Budget 
data.  
• Some organizations combine a Forecast with a Risk and 
Opportunity submission.  The most typical approach is a 
Forecast on quarter months, a risk and opportunities on 
non‐quarter months with a risk‐adjusted forecast 
created.
• Risk and Opportunities submission can utilize the bridge 
categories and typically is collected on just a few accounts (Sales, 
Gross Margin, Operating Income, etc..)
• Utilize a rolling 12 or 18 month forecast to provide more 
future forecast information.
Forecast Approach
Page 42
• Review and understand the level of detail the Forecast 
submission should be collected at (same as actuals or 
less).
• Discuss the process options and timing of a Forecast 
collection.
• Will the same collection be done always or will a Forecast / R&O 
approach be used together on different months?
• Finalize the strategy for seeding Forecast.
• Review and discuss the process and methodology of the 
Rolling Forecast.  
Requirement:
Driver Based Planning
Driver Based Planning Overview
• Driver Based Planning Key Points:
• Companies that adopt driver based planning either put the 
drivers inside their CPM system or keep drivers outside in excel 
templates and load the end results.
• Excel based drivers tend to be utilized when non‐licensed planners 
are involved or if a large number of unique local drivers exist.
• System based drivers tend to be utilized to drive standardization as 
well as when the planners all are CPM users.
• OneStream drivers are calculations of logic and they have the 
flexibility to be done globally or locally.
• We combined allocations with this topic and allocations differ by 
those that cross entity (allocate corporate costs to entities) or 
ones that spread data on an entity (allocate operating expenses 
on an entity down to product / customer based on sales).
• The biggest challenge to driver based planning is standardization 
and flexibility.
Page 44
Driver Based Planning Possibilities
Page 45
• Some of the most common drivers :
• Revenue (based on Price * Volume * Mix)
• Freight (% of sales or fixed amount)
• % of sales adjustments (pricing givebacks, material 
economics)
• Direct costs (standard cost & part)
• Merit increase (based upon growth factor)
• Benefits (based on headcount
• Travel (cost per trip * trips)
• New Depreciation Expense (based on new capital 
assets)
• AR / AP (Sales / COGS by customer)
Driver Based Planning Approach
Page 46
• Form an internal team of key stakeholders
• Work to understand different drivers used currently and 
where commonalities exist / don’t exist.
• Finalize standardized and local drivers
• Understand requirements for abilities to adjust driver‐
calculated results.  
• Understand user base and determine whether drivers 
will exist inside OneStream or Excel templates.
Requirement:
Intercompany Matching
Intercompany Overview
• Automatic Intercompany Elimination Key Points:
• First Common Parent
• No ‘Elim’ Entities
• IC dimension stores Trading partners.
• Intercompany Matching Key Points:
• IC Matching Reports allows users to see all IC booked to them
• Can be built into Workflow
Page 48
Intercompany Possibilities
• Early Intercompany Submission
• Some organizations have utilized a preliminary Trial Balance 
submission to facilitate Intercompany Matching to be run prior 
to the due date of the full Trial Balance.  A sample closing 
calendar may be:
• Day 3 – Preliminary Trial Balance submission due (including all 
Intercompany data with the correct trading partner)
• Day 4 – all users run Intercompany Matching and build action plans 
with their counter party
• Day 5 – load final Trial Balance and move through certification steps
• Push Intercompany Matching responsibilities to data 
loaders
• Intercompany Matching reports can be attached to the workflow 
and run by users as a part of their process
Page 49
Intercompany Approach
• Define Intercompany Accounts and Relationships
• Netted / Gross approach
• Matching accounts and location of plug account
• Define Intercompany Trading Partner basis (Legal Entity, 
Profit Center, etc..)
• Finalize elimination requirements
• Process Items:
• Review ability for source systems to map / load to Intercompany 
accounts and trading partners and need for a manual template
• Review when Intercompany Submission will exist
• Review responsibilities of data loaders related to Intercompany 
during the close process.
Page 50
See you in 2016…..
See you in 2016…..
• Future Webinars:
• OneStream: What’s Possible – Part II
• Deeper dive / demo of topics covered in this webinar
• Splash 2016 in Austin, TX
• http://www.onestreamsoftware.com/splash/
Page 52
Presenter:
Jay Hampton
jhampton@finitsolutions.com
General Questions:
Greg Barrett
gbarrett@finitsolutions.com
Copy of the slides
Email us for a copy of the slides 
or link to the recording
insights@finitsolutions.com
Follow us on Twitter for 
updates:
@Finit_Solutions

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