Most controlling functions were built for a simpler version of the business. We redesign them for the one that exists today, with the processes, governance, and reporting rhythm that actually hold under pressure.
Illustrative example using sample data
Controlling problems rarely announce themselves. They accumulate quietly until a report is late, a number gets questioned, or a decision is made on data nobody fully trusts.
Budgets and forecasts are built from scratch each cycle, driven by spreadsheets and individual judgment rather than structured inputs. The result is inconsistent outputs and limited buy-in from management or investors.
Reporting cycles take too long, and reported figures are frequently questioned. Controlling and accounting operate in silos, with unclear handovers, duplicated effort, and no shared understanding of data ownership.
Financial data lives in the ERP, but reporting happens in parallel spreadsheets. KPIs are not automatically calculated or consistently updated, and the link between bookings, reports, and decisions is fragile.
Forecasting, cost reviews, and reporting routines are ad hoc and manual. There are no standard timelines, defined roles, or escalation paths, which limits financial visibility and reduces the value finance delivers.
We don't redesign everything at once. We start where the pain is greatest, stabilize it, then build outward from there.
We review the existing planning, forecasting, and reporting workflows in detail. We map the system landscape, identify inefficiencies and manual workarounds, and assess the quality of data handoffs between teams.
We develop clear, streamlined finance and controlling processes tailored to the organization's complexity and team setup. Roles, handovers, templates, and reporting structures are defined and documented.
We roll out new processes step by step. Logic is built directly in ERP, Excel, or BI tools based on the client's setup. Planning and reporting tools are integrated into daily routines with hands-on support throughout.
We monitor early process cycles, troubleshoot issues, and refine templates and workflows based on real-world feedback. Governance routines and KPIs for tracking process quality are established before handover.
Controlling does not just produce monthly numbers. It builds the layered reporting structure that serves every audience, from daily operations to the quarterly board. All layers tie back to a single source of truth.
Every deliverable is operational from day one. We build working models, documented processes, and trained teams. Not recommendations for someone else to implement.
Modular, transparent models aligned with business drivers, designed for structured updates and scenario analysis. Built to work within Excel, BI tools, or ERP environments depending on the client's setup.
Clear sequencing of tasks, handovers between accounting and controlling, and output deadlines. Documented in a central timeline and aligned with management reporting needs.
Standard Operating Procedures for key finance routines, with defined roles, timelines, and escalation rules. These procedures build accountability and reduce dependency on individual knowledge holders.
Defined KPI formulas, data sources, and update logic integrated into reporting tools or dashboards. This ensures consistent tracking and usability across finance functions and management levels.
Alignment of chart of accounts, cost center logic, and data structures to ensure seamless handoff between bookings and reporting. Includes consistency checks and reconciliation processes.
Hands-on onboarding and training materials for finance staff, controllers, and management users. The structures are built to be understood and used in daily operations without ongoing external support.