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.

Talk to a person Start where it hurts

01 — Start here

Tell us what is breaking. We will tell you what we would look at first.

Which of these sounds like you? Pick one. The answer appears below. Nothing is sent anywhere.

You already run a system

Workarounds on workaroundsAnswers the system cannot giveA workaround per country

You are choosing or replacing one

Spreadsheets at the limitA case for the boardIsolated islands

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.

The likely next move

Have the system examined before anyone proposes replacing it.

See what a Health Check looks at

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.

The likely next move

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

See how the selection runs

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.

The likely next move

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

Plan and close without rebuilding it

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.

The likely next 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

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.

The likely next move

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

Run the business on one set of books

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.

The likely next move

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

Connect the islands

02 — The drawing

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.

Solid lines run today. Dashed lines are planned and not yet real — that distinction is the reason the drawing is worth reading.

A reference sheet, not yours. Yours is what the first two to three weeks produce, and it is what the recommendation is argued from.

03 — The order it has to happen in

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 — automating a process nobody has mapped, or putting AI on top of numbers still corrected by hand each month.

Process

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

Tool

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

Automation

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.

04 — Questions worth asking us

Most ERP projects do not fail on the software.

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.

05 — Work already delivered

Five projects we are allowed to describe.

AMANNGlobal textile manufacturing

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.

ScenicLuxury travel, operating on nearly every continent

Consolidation and intercompany transactions ran across disparate systems that had to be reconciled by hand, and revenue recognition depended on historical data.

HasenkampLogistics — high-value goods, art handling, global relocation

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.

NZYMBiotechnology — enzymes and reagents for life sciences and diagnostics

Expense management was manual across six entities, with no real-time view of spending and no clean route into the accounting system.

PerkTechnology — enterprise spend management

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.

06 — Who stays

The same names, from the first call to the year after go-live.

Lars Kirschstein

Managing Director

Takes the first call and presents the proposal himself.

Christoph Schweins

Managing Director

Signs off scope and price, and carries the commercial risk on our side.

Fares Khattab

ERP & NetSuite

The technical read on your instance: what is configured well, and what is quietly costing a week a month.

Jarrid Gilfillan

Head of Products

Owns the products and the connectors between systems.

A real photograph or none.

07 — Before you sign anything

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.

info@cloudmaven.com +41 77 212 24 28

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.