• Our culture is strongly oriented towards expertise and delivery.
• As a result of the numerous projects  completed by our consultants on behalf of our clients over the past 10 years, our company has acquired a great deal of knowledge and expertise in controlling, accounting, treasury and IT financial systems
• Our Finance Function offer targets CFOs, Finance Offices, Controlling Departments, Accounting Departments, Treasury Departments, IT Finance Departments,…
• Our ambition is to offer innovative and operational solutions and support you in all your endeavors related to finance activity projects.

1. Managing Performance

Defining a management model
« The management model is not only a pool of management rules and performance indicators but a shared and relevant measurement system that clarifies responsibilities and favours virtuous behaviour »

• Definition of business units, as well as their roles and responsibilities (cost centers, profit centers, …)
• Definition of cross-company rules (customers/suppliers commitments) and management of related flows (invoicing, imputation)
• Draft of frames of reference/management booklet

Implementing relevant indicators
« The creation of reporting tools is a time-consuming process that gathers numerous resources in an uncoordinated way generating un-synchronized and under-used tools. Meanwhile, essential risk and performance indicators are neither measured nor analyzed »

• Benchmarks and definition of reporting and performance indicators while balancing financial and non-financial indicators
• Implementation of reporting documents and a reporting management team
• Draft of data warehouse specifications, indicators and reporting presentations
• Definition and implementation of cost-cutting and investment optimization indicators

Developing tools for Managers
«  Beyond IT systems, the challenges lie in choosing the correct scope of accounting data as well as in the governance of their production and communication »

• Financial Management IT system planning, quick wins and construction of functional and IT targets within a 5-year timeframe
• Diagnosis of budget elaboration tools, Business Intelligence, Financial Management IT system simulation and integration
• Draft of functional specifications, choice of a tool and an integrator, project management and change management for integration projects

Differentiating projected cycles
«  In periods of uncertainty,  traditional budget management techniques have proven to be limited in their capacity to meet financial teams’ needs as well as their capacity to offer a long-term view »

• Reconstruction of projected cycles  facilitating a match between strategic plan and operational plans, as well as the budget and forecasts
• Forecasted investment management
• Deployment of the processes related to  sliding re-forecast tools, deployment of the Budget Base Zero method

2. Risk Management

Risk Management
« Risk Management refers to a risk model correlated to both a company’s challenges and the measurement and management of its indicators »

• Risk map covering all company activities including those outsourced
• Definition risk evaluation practices and risk analysis system implementation
• Creation and management of an action plan focused on risk management

Internal Control
« When it comes to internal control, the challenge consists of replacing the controller by a person in charge of promoting and communicating best practices for finance and operations »

• Ensuring compliance with the current regulations in terms of transparency with respect to financial markets
• Governance Model and Internal Control System Optimization
• Change Management
  • Organization of the Controlling Department by distributing key internal control actions to «risks correspondents »
  • Development of a culture based on internal control and non-quality reduction
• Implementation of a documentation system that enables internal control reporting

3. Improving efficiency

Synchronizing frames of reference with methods
« The clarification of cost creation and visibility through the use of a model management in line with the corporate strategy constitutes a pre-requisite for the efficiency of the decision-making process »

• Conception and synchronization of the frame of references for accounting and management (norms and principles, accounting plans,  analysis structures)
• Integration of the operational and management frames of reference
• Internal benchmarks, industrial arbitrations, « make or buy », management model implementation…
• Internal costing of support functions and product/client pricing using the ABC method
• Conception and deployment of « standard cost » and « ending cost » methodologies

Optimizing and Dematerializing Processes
« The Finance Function must support the global effort for efficiency »

• Implementation of a model, simplification and standardization of accounting and management processes
• Benchmark of current performance processes and suggestions for improvement in terms of delay, quality and costs
• Dematerialization of billing and accounting documents
• Reduction of closure delays (Fast-Close)
• Computerization of the connection between financial and operational data

Optimizing Treasury
« Faced with the increasing importance of cash management, the Finance Function is the driver of an efficient approach to finance  and  the implementation of a cash culture » 

• Forecasts, optimization and centralization of treasury flows
• Treasury management
• Risk Management for interest and exchange rates
• Cash flow management
• Implementation of cash management tools (treasury management platform)
 

4. Organizational Optimization

Departmental Organization
« The Finance Function needs to be structured in order to  respond to a larger and more diverse set of challenges and responsibilities especially in terms of detecting opportunities (value creation and performance management) » 

• Definition of an organizational roadmap for the Finance Function
• Definition of a target organization chart with profile and position descriptions
• Creation of « business analyst » departments and a reporting center
• Creation and organization of the Finance Academy
• Training aimed at increasing the awareness of financial issues among finance employees

Creating shared services centers
« The Finance Function must be based on the best possible organizational model in order to increase professionalism and create economies of scale »

• Diagnosis of the existing organization and its challenges
• Scenario analysis (centralization, pooling, outsourcing, …) focusing on expected improvements and risks, business cases
• Definition and standardization of operational processes, organizational model , project planning and deployment
• Preparation, organization and management of skills transfers
• Standardization of infrastructure and technological needs
• Change Management for employees

 Download booklet of our offer for the Finance Function