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DETalk to a person

Oracle NetSuite Solution Provider · ERP · EPM · CRM · HCM

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 recommendation arrives argued against the alternatives.

Talk to a person See how we start

Before any software

We draw your system before we recommend anything to run it on.

Then the people who drew that map stay on the project. The same names, through the build, through go-live, and in month seven when the thing nobody wanted to find turns up.

EPM PLAN · CONSOLIDATE · CLOSE 02 CRM CUSTOMERS · PIPELINE CONTRACTS · ORDERS 03 ERP SYSTEM OF RECORD TRANSACTIONS · LEDGERS ENTITIES · REVENUE 01 HCM PEOPLE · ORG STRUCTURE ABSENCE · PAYROLL INPUT 04 actuals · ledgers trial balance plan · targets budget 1 → orders, contracts ← invoices, balances ← cost centres, entities → employees, payroll cost pipeline → forecast 3 headcount plan → forecast 2 eUNIFY · MIDDLEWARE · ONE INSPECTABLE BOUNDARY 05 PERSONIO employee master, absences DATEV journals, tax handover PERK travel & expense data + YOUR SYSTEMS individual integrations
01 · system of recordERPTransactions, ledgers, entities, revenue. Everything below reconciles to it.
02 · sends plan, targets, budget · receives actuals, ledgers, trial balanceEPMPlan, consolidate, close.
03 · sends orders and contracts · receives invoices and balancesCRMCustomers, pipeline, contracts, orders.
04 · sends employees and payroll cost · receives cost centres and entitiesHCMPeople, org structure, absence, payroll input.
05 · one inspectable boundaryeUnify middlewarePersonio — employee master and absences. DATEV — journals and tax handover. Perk — travel and expense data.
open slotYour systemsIndividual integrations, drawn dashed because they are not built yet.
A reference drawing, not yours. Solid lines run today; dashed lines are planned and not yet real. Yours is what the first two to three weeks produce, and it is what the recommendation is argued from.

Methodology

Process, tool, automation, AI. In that order, and 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 that are still corrected by hand each month.

01

Process

What actually happens, written down — including the parts that live in one person’s head. This is the stage most projects skip, and skipping it is why so many systems get configured to match a process that no longer exists.

You move on when the map matches reality, not the org chart.

02

Tool

The system chosen from the mapped process, argued against the alternatives that were rejected and why. A tool selected before the process is understood is a guess with an invoice attached.

You move on when the system runs the process without a spreadsheet holding it together.

03

Automation

The repeated, rule-shaped work handed to the system — matching, allocation, approvals, the checks somebody currently performs by reading.

You move on when the exceptions are rare enough to be interesting rather than normal.

04

AI

Used today in design and analysis: reading a landscape, comparing options, drafting a migration plan. It is not running inside your live finance system, and we will not describe it as if it were.

Nobody is here yet who did not climb the first three.

Every competitor in this market can put AI on a slide. The part that is hard to copy is the refusal, and the refusal is the reason the rest holds.

Where the cost sits

The close is a handover, and nobody sells you the joint.

Four steps owned by the record, four owned by the report, and 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.

ERP the record EPM the report 01 Cut-off ledgers frozen 02 AR · AP · rev. accruals booked 03 Interco & FX eliminations 04 TB locked trial balance 1 the joint — see note 01, sheet 01 manual here, and the close becomes a negotiation 05 Consolidate multi-entity 06 Variance plan vs actual 07 Reporting board pack 08 Re-forecast next period the approved plan becomes next period's budget in the ERP — the cycle closes, or it does not
the record · erp01 Cut-offLedgers frozen.
the record · erp02 AR · AP · revenueAccruals booked.
the record · erp03 Intercompany & FXEliminations.
the record · erp04 Trial balance lockedThe record is closed.
the jointHandoverManual here, and the close becomes a negotiation rather than a report.
the report · epm05 ConsolidateMulti-entity.
the report · epm06 VariancePlan versus actual.
the report · epm07 ReportingBoard pack.
the report · epm08 Re-forecastNext period. The approved plan becomes next period’s budget in the ERP — the cycle closes, or it does not.
The month-end close as a swimlane, with the approved plan returning as next period’s budget.

Three questions worth asking us

Most ERP projects do not fail on the software.

The vendor sells you the software. Budget, configuration and how long your close takes afterwards are all decided by whoever implements it — so the partner deserves harder questions than the product.

Who writes the process map, and when?

If the answer is “during the project”, then the price in front of you is an estimate of work nobody has scoped yet. Ask to see the map before the contract, not after it.

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.

Work already delivered

Five projects — two NetSuite builds, three finance integrations.

Twenty legal entities in one, six in another, nineteen countries in a third. The pattern underneath them is the same: expenses, consolidation or revenue recognition being done by hand, in a spreadsheet, by somebody who could not go on holiday in the first week of the month.

AMANN

Global 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.

Scenic

Luxury 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.

Hasenkamp

Logistics — 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.

NZYM

Biotechnology — 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.

Perk

Technology — 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 we have written permission to describe. No outcome figure appears above: the published case studies carry none, and we do not invent them.

The seventh route

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

Most of what gets called an ERP problem is not the ERP. The platform was a reasonable choice and it still is. What broke is everything around it — the people who configured it have moved on, the changes you asked for a year ago are still open, and nobody left in the room can tell you why it was set up this way.

A bounded examination: fixed scope over ten working days, and a written findings report you keep whatever you decide. Sometimes the finding is that the setup is sound and the relationship is recoverable. We would tell you that, and it would end the conversation.

See what the examination looks at

Who stays

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

In the order you meet them. The one at the end matters most: after the project closes, somebody still owns your account, and it is a person rather than a queue.

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 Specialist

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

Jarrid Gilfillan

Head of Products

Owns the products and the connectors between systems, which is where an integration promise either holds or becomes your problem.

A real photograph or none.

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.

Talk to a person

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.