What we´ve done:
“We needed support in our Finance transformation”
As we expanded our business operations to new markets, some of them overseas, the complexity of our finance processes exponentially increased. We needed support in developing the processes and in implementing completely new monitoring structures. Capital in Motion supported our finance function during this transformation, which required a 20 -point implementation programme and some 15 months of project management.”
“We were stuck in an endless Master Data and Financial Dimension discussion”
Strong growth through acquisitions eventually left us with several entities with different ERP: s, income and profit recognitions, charts of accounts and cost centre structures. Consolidation of financials became a constant challenge and the financial reporting typically gave the management more questions than answers. Capital in Motion introduced a transparent way of defining profitability that we all could agree on. Furthermore, with the support from Capital in Motion, we implemented some standard, low-cost, BI -tools for consolidating information from the different entities and were suddenly able to analyse and group our figures in completely new ways – always being able to drill down to the single transaction for finding the ultimate answer to any question.”
“Taking an interim CFO gave us sufficient time to find an optimal permanent CFO”
When our long-time CFO suddenly left the company just before the end of the financial year, we truly faced a challenge. The interim CFO from Capital in Motion gave us the needed experience to manage through the annual reporting. As finding a new, permanent CFO took more time than first was expected, we were able to scale the interim CFO -assignment to match the week-to-week resource need. This turned out to be a very cost-efficient solution for us and gave us time to find our permanent CFO.
“We released EUR 20 M from our supply chain”
We are a market leading provider of specialist services. Despite typically very high profits in our industry, we have faced periods of cash shortage. This felt quite controversial, until we sorted out the root causes for lead times between the service delivery and customer payment. Culture and quality factors were the main reasons why cash was tied up in our balance sheet – either as accrued income or as - often disputed and overdue - receivables.
Capital in Motion helped us out in finding structures for controlling the delivery chain, determining process ownership and measuring performance. As a result, we doubled our return on assets and permanently released some EUR 20 M of cash. In addition, we were able to increase information quality along the entire delivery chain, from order to payment.”