The decision has your name on it. So does ours.
Choosing a finance system is one of the few decisions a CFO cannot quietly reverse. So the work starts with your process rather than a product demo — and the people who draw that map stay on the project.
We draw your system before we recommend anything to run it on.
ERP, EPM, CRM and HCM are not four products on a price list. They are one drawing, and which part you buy follows from where your version of it is breaking.
Process, tool, automation, AI. We do not skip one.
Every company is somewhere on this ladder already. The damage happens when a stage gets skipped.
What actually happens, written down — including the parts that live in one person’s head.
Leave when the map matches reality, not the org chart
The system chosen from the mapped process, argued against the alternatives that were rejected and why.
Leave when the system runs the process without a spreadsheet holding it together
The repeated, rule-shaped work handed to the system — matching, allocation, approvals.
Leave when the exceptions are rare enough to be interesting
Design-time only: reading a landscape, comparing options, drafting a migration plan. It does not run inside your live finance system, and we will not describe it as if it did.
Nobody is here who did not climb the first three
Every competitor can put AI on a slide. The part that is hard to copy is the refusal.
Most ERP projects do not fail on the software.
Budget, configuration and how long your close takes afterwards are decided by whoever implements it. The partner deserves harder questions than the product.
Who writes the process map, and when?
If the answer is “during the project”, the price in front of you is an estimate of work nobody has scoped yet. Ask to see the map before the contract.
Which of your people is still here in month seven?
Ask for the name. Then ask what else that person is booked on, because month seven is when the implementation turns up the thing nobody wanted to find.
When did you last recommend a rival system?
Every partner calls its recommendation independent. Far fewer can date the last time being right about it cost them the licence revenue.
The close is a handover, and nobody sells you the joint.
Four steps owned by the record, four owned by the report, one crossing between them every month. Where that crossing is manual, the close stops being a report and becomes a negotiation about which number is right.
Five projects we are allowed to describe.
Twenty legal entities in one, six in another, nineteen countries in a third. The pattern underneath is the same: work being done by hand, in a spreadsheet, by somebody who could not go on holiday in the first week of the month.
Travel and project expenses ran through multi-country rules, currencies and reimbursement standards by hand, and SAP had to stay the single source of truth without data silos forming around it.
Consolidation and intercompany transactions ran across disparate systems that had to be reconciled by hand, and revenue recognition depended on historical data.
A highly mobile workforce produced a large volume of international expenses, handled by manual processes that differed from entity to entity, with limited visibility and control over what was being spent.
Expense management was manual across six entities, with no real-time view of spending and no clean route into the accounting system.
Visibility was poor across disparate data sources, consolidation and currency conversion were manual, and different ledgers reported differently.
Five, against ninety-plus NetSuite projects, because five are the ones with written permission. No outcome figure appears above — the published case studies carry none, and we do not invent them.
The same names, from the first call to the year after go-live.
Lars Kirschstein
Managing DirectorTakes the first call and presents the proposal himself.
Christoph Schweins
Managing DirectorSigns off scope and price, and carries the commercial risk on our side.
Fares Khattab
ERP & NetSuiteThe technical read on your instance: what is configured well, and what is quietly costing a week a month.
Jarrid Gilfillan
Head of ProductsOwns the products and the connectors between systems.
A real photograph or none.
Talk to the person who would run yours.
A first call about the business, your own process walked end to end, a proposal that argues the options against each other, and only then the software on screen.
90+ NetSuite projects · around 100 people across ERP and EPM · supporting finance teams since 2006 · under 100 days to go-live on a single-entity build. Customers include Sherpany, DOCO, Bitpanda.