We had mentoring engagement to conduct a business turnaround, and provided techniques to reshape and revitalize the business. We collaborated with CEO and the executive team to make decisions regarding company’s financial strategy and operations; led profitability enhancement and major cost rationalization program with strong experience in an integrated systems environment; delivered financial system enhancements that drive efficiency, reporting and business decision-making capability; reduced complexity and create simplicity.

We were mentoring process optimization of Financial Planning and Analysis with ERP (such as SAP, Oracle and more) implementation and roll-out project. The digital tools helped finance functions reduce errors, hasten and optimize processes, improve compliance, and integrate data sources for better reporting, planning, forecasting and analytics. We facilitated better alignment to business strategy and plan, created an internal network of ‘champions’ or ‘transformers’, and enhanced business capability through resilience, agility and adaptability.

• Increased credibility, confidence and influence across the business. We designed FP&A reporting tools and processes.
• We standardized and automated rolling forecast processes, implemented a common KPI dashboard to promote alignment between business units, developed new visualisation solutions and advanced dashboards, and synchronized business decisions to support the company’s strategic goals.
• We developed the data processing workflows and integrated them into the organisational workflow. The rolling forecasting approach fed into and aligned with the longer-term strategy and capital allocation.
• We ran variance analysis, prepared comparative modelling and benchmarking versus competitors and the industry to check people and business units were doing well.
• Gained access to additional budget through success. ERP Analytics Cloud Planning consolidated data from cost centres and profit centres.
• Finance controlled, clarified and analyzed data from business units, and finally escalated to board of directors for review and approval. Business strategy was translated into financial targets and tactical plans.

We succeeded in mentoring and re-branding the business, drove company EBIT increase by 15%, achieved 40% improvement in closing process, 37% improvement in reporting productivity, and 20% scale-up without increasing headcount.

Typical areas where value is realised:

• Better employer brand recognition from improved reputation and culture. We ensured data quality, accessibility, interoperability and compliance to standards. Execution was delivered in a controlled risk and reward-based manner.
• More consistent and sustainable profitability and business growth. The digital transformation brought 19% decrease in planning and performance costs; 39% reduction in business decision support costs.

Pains typically relieved include:

• Lack of process and technical integration strategy making the overall solution less efficient.
• Leaders mandating a change management and implementation approach that’s not appropriate to the organization.
• Conflict between perception and reality of digital skills, tools, methods and talent required and available.
• Lack of clarity around existing operating model, internal business ecosystem or cross-functional teams.

• business and it operational processes

• Process Effectiveness & Automation

• Manufacturing