Two drawings of the same company.
You are living in the first one.
Choosing a finance system is one of the few decisions a CFO cannot quietly reverse. We draw your landscape before anyone recommends a product — and the people who draw it stay on the project.
Nothing here is wrong on its own. Every one of these systems was a sensible purchase. What is expensive is the space between them: five manual handoffs, a spreadsheet that has quietly become the system of record, and a close that depends on one person not going on holiday.
One set of books, and everything reconciles to it. The middleware is a single inspectable boundary rather than seven private ones. Dashed edges are planned and not yet real — saying which is which is the reason a drawing is worth reading.
Tell us what is breaking. We will tell you what we would look at first.
Most ERP projects do not fail on the software.
Budget, configuration and how long your close takes afterwards are decided by whoever implements it. Three questions worth asking us, and worth asking whoever else is in the room.
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.
Which of your people is still here in month seven?
Ask for the name. Then ask what else that person is booked on — 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.
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.
Leave when the system runs it without a spreadsheet holding it together
The repeated, rule-shaped work handed over — 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. Not inside your live finance system.
Nobody is here 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.
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 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.
No outcome figure appears above — the published case studies carry none, and we do not invent them.
The people whose names are on it.
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 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.