cloudmavenDETalk to a person
ERP · EPM · CRM · HCM · Integrations · Advisory — Oracle NetSuite Solution Provider
Existing system · outgrown

The workarounds have workarounds.

What it looks like
  • Month-end depends on scripts only one person understands.
  • Customer payments sit unallocated because matching does not work.
  • Nobody owns the question of whether the setup is still right.
ScriptsKnown by one person
SpreadsheetsHolding the flow together
Finance systemsStill underneath it
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The first move

Have the system examined before anyone proposes replacing it.

See what a Health Check looks at
Existing system · funded

Investors want answers the system cannot produce.

What it looks like
  • The board pack is rebuilt from exports every quarter.
  • Two people produce two versions of the same number, both defensible.
  • Planning happens outside the system, in a workbook.
PlanningOutside the system
CloseRebuilt by hand
ReportingTwo answers
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The first move

Fix planning and close first — the reporting problem is usually downstream of them.

Plan and close without rebuilding it
Existing system · international

Every new country adds another workaround.

What it looks like
  • Local tools multiply — one per country, and a spreadsheet between each pair.
  • VAT or e-invoicing is corrected after extraction, not before.
  • The entities no longer agree, and reconciling them is somebody's week.
Local toolsOne per country
CorrectionsAfter extraction
EntitiesOut of agreement
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The first move

Localization and consolidation belong in the ledger, where the posting happens.

Run the business on one set of books
Choosing or replacing · outgrown

Spreadsheets and local systems no longer keep up.

What it looks like
  • There is no single source of truth, and everyone knows which file is theirs.
  • Consolidation is manual, and it is manual again next month.
  • The architecture is at its limit and the business is not.
FilesEach with an owner
CloseManual again
ArchitectureAt its limit
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The first move

Map the processes first. The shortlist then falls out of the map on its own.

See how the selection runs
Choosing or replacing · funded

The CFO needs a case the board can interrogate.

What it looks like
  • An investor or a new owner is asking for a plan with a date on it.
  • The decision lands on one desk, with one name on it.
  • Proof is required before anyone commits.
Your numbersInside the case
Your processDrawn end to end
The optionsArgued, not asserted
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The first move

The deck is built in your numbers and your processes, and it argues the alternatives rather than asserting one.

Talk to the person who would run yours
Choosing or replacing · international

I don’t have a company. I have isolated islands.

What it looks like
  • A different system in every country, and none of them talk.
  • Group reporting cannot see through the local setups.
  • Local requirements are driving the architecture instead of the other way round.
CountriesDifferent systems
ReportingCannot see through
ArchitectureDriven locally
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The first move

One template, localized where the law demands it and nowhere else.

Connect the islands
Right system · wrong partner

The system is fine. Getting anything done in it is not.

What it looks like
  • Change requests measured in quarters, for things the system does out of the box.
  • Nobody at the partner can explain a decision made in your own implementation.
  • Support answers the ticket you wrote rather than the problem you have.
The setupMay still be sound
The work around itHas grown
The relationshipNeeds evidence
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The first move

Ask your current partner to explain, in writing, why one configuration decision was made that way.

See what the examination looks at

How the work runs

In that order, and we do not skip one.

ProcessMap what actually happens.
ToolChoose from the mapped process.
AutomationHand stable rules to the system.
AIDesign and analysis today; not inside the live finance system.

Your systems

From how it works today to how it should work.

We start with diagnosis. Transformation follows.

How it works today
  • Disconnected systems and data
  • Manual workarounds and rework
  • Close and reporting rebuilt by hand
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What the map makes visible
  • The process as it actually runs
  • The gaps between systems
  • The decision and its alternatives

None of these — or all of them at once?

Talk to the person who would run this one