What's Working

• Strong hook that calls out the core problem directly • Great concrete examples that show the difference between bad and good explanations • The Paystand story is compelling and shows real business impact • Clear format recommendation with specific template • Strong ending that elevates the accountant's role beyond just reporting • Voice is punchy and direct throughout most sections • Good use of hard stops instead of hedging language

What Needs Work

• The subheading uses "is not" instead of PowerCPA's preferred "is not" structure - needs more punch • Some sentences could be tighter and more direct • The "Here is the format" section header feels slightly generic • A few places where the voice could be more commanding • The credit card example buries the key insight - should lead with the problem it solved • Could use more attitude in calling out how bad most variance explanations really are

Redraft

How to Write a Variance Explanation People Actually Read

"Prior month was X, this month is Y" tells them nothing. It restates the problem.

Variance explanations are one of the most read things an accountant produces. They go to the CFO. They go to the board deck. They go to the investor package.

Most of them are worthless.

"Revenue increased by $200K due to higher volume." What volume. Which customers. Why now.

"OpEx decreased due to lower headcount." How many people. Which department. Planned or emergency.

The number moved. Leadership can see that in the table. Your job is to tell them what they cannot see.

Write this way instead.

Name the specific driver. Not a category. The actual thing that moved the needle.

"Revenue increased by $200K. The primary driver was a new contract amendment for Client X adding $180K of incremental scope. Work begins next quarter. The remaining $20K reflects a rate adjustment on Client Y's existing agreement."

Now leadership knows something. They know who, what, when. They can ask informed questions instead of fishing for details you should have provided.

The best variance explanations solve problems.

Credit card fees spiked one month. The initial explanation said "higher processing volume." Useless. But digging into the actual transactions revealed the real story: Paystand integration errors. Disputes were being miscoded as credit card fees.

That variance comment caught a misconfigured integration that had been creating errors for months. The operations team had no idea accounting could see their problem.

This is what good explanations do. They connect numbers to business reality. They surface issues that departments do not know exist. They turn accounting from a scorekeeper into a detective.

You are not just reporting what happened. You are translating the business to itself.

That is the job.