Curveline

Pick a profile code or build a custom year-by-year curve, layer in accelerated Year-1 depreciation, and compare up to three scenarios side by side — at whatever cadence a financial analyst needs to check the numbers. Every figure below is computed live in your browser from the inputs you set.

One row per asset currently set up in this project, one column per period — each cell is that asset's Scenario A Projected Cost at monthly cadence (Scenario A is used as each asset's primary scenario for this report by default; a per-asset scenario picker would be a reasonable future extension, not built here). Build report is an explicit action — it is not recomputed automatically as you type, since it runs the full schedule for every asset in the project.

Every major studio capitalises the cost of the content it makes or buys, then amortises it into the P&L over the title's commercial life. That amortisation charge is typically the largest cost-of-revenue line a studio reports — and today it's planned inside heavily customised SAP BW / SAP Analytics Cloud or Oracle stacks that no vendor built for this job.

The client's own workshop record is blunt about the consequence: curves are hard-coded, a changed profile is a development ticket, full-population recalculation takes several minutes, and roughly USD 15–20M has gone into a system planners still route around in Excel. Meanwhile the business is trying to shrink its SAP footprint, which makes a platform that only runs well on SAP a liability rather than an asset.

“We are into technology, we are not into accounting… we build tools which they use.”— requirements workshop, 9 September 2026

Two things make this domain genuinely harder than standard fixed-asset depreciation, and they're the reason a generic EPM tool doesn't just drop in: the asset unit is title × country × brand (the same episode is a different asset in every territory it airs in), and the curves are front-loaded and studio-specific rather than straight-line — so the rule itself has to be data, not code.

We looked across the enterprise EPM/FP&A category and the adjacent entertainment-specific software (payroll, residuals, production accounting) for anything that ships content amortisation as a packaged capability. Nothing does.

Sources for vendor positioning and category context are listed at the end of this document.

Published 2026 benchmarks for the enterprise planning category, set against the client's own reported spend on its incumbent build.

Curveline's cost structure is deliberately different in kind, not just in degree: there is no enterprise EPM licence tier to buy into, no multi-year SI-led build, and no cost carried for FP&A modules (workforce, revenue, capex) the client doesn't need for this problem. Section 05 sets out why.

Eight mechanics the workshop treated as non-negotiable, scored against what's achievable out of the box versus what requires a bespoke build on each platform. Two of these — daily granularity and accelerated Year-1 depreciation — are gaps the client named directly in their current SAP BW/SAC tool, not just inferred from market research.

A planning tool, not a book of record. The ERP stays the ledger of truth; Curveline models, forecasts and compares — then hands numbers back.

The one relationship the workshop insisted on holding exactly is the asset unit itself — it's what makes clean aggregation possible on every reporting cut:

The BRD's own delivery approach, carried forward: documentation before build, a deliberately small pilot before a product.