Finance built for the business you have become
Every month, the same cycle repeats: chasing data, reconciling different versions and closing under pressure. By the time the numbers are finally ready, it is already too late to use them to make decisions. And there is no time to improve the process, because the next close is about to begin.
The system was designed for a smaller, often founder-led or family-owned business, with less complexity and fewer reporting demands. Then the company was acquired by a Private Equity fund, and the business grew.
The Finance operating model did not.
That is where we come in. That is the gap we close.
We start with the real problem
Some clients know exactly what needs to change. Others know that Finance is not working as it should, but cannot yet see why.
We go beyond the symptoms to identify the root cause. We understand before we recommend.
What we do
We believe Finance should not operate in survival mode.
It should not spend most of its energy chasing data, reconciling different versions, correcting errors or closing the books under constant pressure.
Finance should be the function that best understands what is happening across the business, where risks are beginning to emerge and which decisions can create greater value.
Which of this best reflects what your business needs today?
01
Finance Function Assessment & Transformation Roadmap
For organizations whose Finance Function has not evolved at the same pace as the business.
We assess the Finance operating model across People, Processes and Technology, including the core O2C, P2P and R2R cycles, reporting requirements, team capabilities, data flows and systems landscape.
We identify the root causes behind slow reporting, manual work, unclear ownership and limited scalability. We share best practices for each industry.
Based on the company’s business model, investor expectations and available resources, we design the Target Finance Operating Model and define a phased transformation roadmap.
What we do We establish what needs to change, why it matters and in which order it should be addressed. The roadmap combines quick wins, process redesign, organizational requirements and technology initiatives into a realistic and prioritized plan.
Clear priorities · Integrated technology roadmap · A scalable Finance operating model
02
Finance Processes Redesign & Month-End Reporting Transformation
For Finance teams that close under pressure every month and rely too heavily on manual work and individual knowledge.
A slow or unreliable month-end close is rarely just a question of speed. It is usually the result of unclear responsibilities, undocumented processes, late inputs from other departments, manual reconciliations and accounting activities that depend on specific individuals.
When processes are not standardized, every close requires additional effort, workarounds and last-minute corrections. The team spends most of its time producing the numbers, leaving little capacity to validate them, explain performance or provide meaningful insight to management and investors.
What we do We create a system by redesigning and documenting end-to-end Finance processes, including activities, roles, responsibilities, controls, dependencies and deadlines. We transform the month-end close and reporting cycle, identify opportunities for automation and establish a clear and repeatable operating model.
The result is a faster and more reliable close, stronger control over financial information and a scalable Finance Function that is less dependent on individual knowledge.
Clear ownership · Reliable reporting · Scalable and repeatable processes
03
Finance Systems Optimization & ERP Enablement
For organizations that are not getting the full value from their existing systems—or need Finance leadership before, during or after an ERP implementation.
Many companies have already invested in an ERP but continue to rely on spreadsheets, manual reconciliations and disconnected reporting processes. The system may be used mainly for accounting entries, while valuable functionality remains unconfigured, misunderstood or disconnected from the way the business operates.
In these situations, replacing the ERP is not always the answer. The first step is to understand whether the current system can support the company’s needs, which capabilities are being underused, and which process, configuration, data or integration gaps are preventing Finance from operating efficiently.
What we do We assess how the current Finance systems are being used and identify opportunities to simplify processes, increase automation and make better use of existing functionality.
We align Finance requirements with system capabilities, define functional improvements and integrations, and support configuration, testing, implementation, adoption and stabilization. When a new ERP is required, we help Finance define the operating model and processes before technology decisions are made, acting as the bridge between Finance teams and implementation partners.
The result is a technology landscape that supports Finance rather than creating additional work—and an ERP investment that delivers measurable operational value.
Greater system utilization · Reduced manual work · Technology aligned with Finance
04
End-to-End Finance Transformation Delivery
For organizations that need to transform Finance but cannot place the full weight of the programme on the team responsible for running day-to-day operations.
Transforming a Finance Function requires significant time, dedicated leadership and capabilities that are different from those needed to operate Finance every day.
The existing team understands the business, but is often already working at full capacity. Asking them to manage a complex transformation alongside month-end close, reporting and daily operations creates competing priorities, delays and implementation risk.
A successful transformation also requires coordination across Finance, IT, Operations, software vendors and implementation partners. Without clear ownership, decisions are postponed, dependencies are missed and the roadmap gradually loses momentum.
What we do We take end-to-end responsibility for delivering the transformation, from mobilization through implementation and stabilization.
We convert the agreed roadmap into a structured programme, define priorities and milestones, coordinate internal and external teams, manage risks and dependencies, and ensure that decisions and actions move forward within the agreed timeframe.
Where technology or an ERP implementation is involved, we represent the Finance Function throughout the project. We define requirements, validate functional designs, coordinate testing, support process redesign, prepare users for the new way of working and ensure that the solution supports an efficient, controlled and scalable Finance operating model.
We provide the programme leadership, functional expertise and accountability required to make the transformation happen—without expecting the Finance team to manage it alone.
The result is a transformation that moves from recommendation to execution, with clear ownership, controlled delivery and sustainable adoption.
End-to-end accountability · Dedicated programme leadership · Transformation delivered on time
05
Post-merger finance integration
For Private Equity-backed groups that need immediate financial visibility and control over newly acquired businesses.
After an acquisition, the local Finance Function must quickly adapt to new reporting requirements, accounting policies, controls and systems—often while continuing to manage day-to-day operations with limited resources.
Without a structured integration model, the Group may lack reliable information on performance, cash and risks during the first critical months following the transaction.
What we do We design and lead the Finance integration from Day 1, including:
- Day 1 and transitional reporting.
- Integration into Group reporting and consolidation.
- Harmonisation of accounting policies and methodologies.
- Definition of temporary processes before full systems integration.
- Migration to the corporate ERP and Finance technology environment.
- Implementation of Group controls and governance standards.
- Training and support for the acquired Finance team.
The result is faster visibility over the acquired business, consistent Group reporting and a controlled transition towards the target Finance operating model.
Day 1 visibility · Consistent Group reporting · Controlled integration
Lo que dicen quienes han pasado por el proceso
Casos
Es este tu momento?
Si puedes decir sí a alguna de estas:
Entonces el problema es de fondo. Y eso es exactamente lo que hacemos.