We work inside finance teams, on process, reporting, planning, and the data connecting them. Sometimes that means bringing in senior hands for a few months, sometimes it means rebuilding something that no longer holds. Usually it is both and always shoulder to shoulder with your own people.
Weak data makes reporting slow, slow reporting turns planning into guesswork, and a process that was never properly settled makes all three harder than they need to be.
So we work across all four, and usually from the data upwards.
Finance, day-to-day, that runs predictably, without workarounds and without depending on one person.
Consolidation, management and sustainability reporting you can defend.
Budgets, forecasts and models the business uses for decisions.
One trusted set of numbers underneath all three.
We support your finance team, we do not replace it. We work inside your processes and your systems, alongside your people, and we aim to leave behind a finance function that continues running successfully, without us.
Belgian and Central European companies (€20M–€500M revenue) structured as family-owned groups, PE-backed buy-and-build platforms, or subsidiaries of international corporations.
CFOs, finance directors, group controllers and financial controllers, usually when the team is one person short, one system behind, or one deadline away from a problem.
On site in Belgium and remotely across Europe, in Dutch, French and English, and inside the statutory reality our clients actually work in, local GAAPs and IFRS conversion, statutory filings including the NBB, and groups running several entities and several currencies.
A small senior team, in which the person who scopes your work stays with it from the first call to the hand-over. When we bring in more people, they work under the same person you met on day one.
Our objective is to bring structure, clarity and focus, to make finance teams feel in control and supported to move forward towards a positive outcome.
We connect people, processes, systems and the underlying data to help you shift a gear up.
We can onboard for a short-term reinforcement, repeatedly on peak moments, or structuraly. When we engage we are always pragmatic, we are always focused on realising progress that sticks and cooperate shoulder to shoulder with your own teams.
Typically two to five days a week, one or several months, and we can usually start within weeks.
A fixed price diagnostic across two to four weeks, ending in a prioritised plan with effort estimates and indicative costs that is usable with or without us.
Typically three to nine months alongside your team, with a hand-over date agreed on the first day rather than the last.
From half a day a week, providing steering, review and challenge without taking the work away from your team.
You describe the situation, and we tell you honestly whether it is something we should do, something you would be better off doing yourselves, or something for somebody else entirely.
We look at the real problem, the actual close calendar, the actual consolidation file, the actual forecast model, rather than a questionnaire about them.
You get a short written read-out about what is fragile, what is quick, what is structural, and what each would take. Two pages, not forty slides.
You can work with us, work with the plan on your own, or stop, and all three are perfectly good outcomes.
The twelve questions we work through in the first week of any engagement. Run the list over your own finance function, and most teams find two or three things they had stopped noticing.
Send a single question about your close, your consolidation or your planning, and we will come back in writing within a few days. Not a sales call, but an answer from somebody who has done it.
Forty-five minutes, in which we will tell you honestly whether this is something we should do, something you would be better off doing yourselves, or something for somebody else entirely. [Book a call]
Accounts payable automation across Europe, North America and Asia-Pacific.
Reception, capture, coding and approval moved out of a fragmented chain and into a single flow. Manual handling became the exception rather than the rule, corrections now train the model instead of being repeated, and missing fields, mismatches and outliers surface as alerts rather than as questions at month-end.
In a growing SME the difficulty is adding structure without losing the way the company works. We strengthened the internal processes and rebuilt the reporting structure, so that responsibilities became clear, the month became predictable, and growth could be absorbed rather than improvised around. The entrepreneurial, pragmatic culture stayed exactly as it was.
Supporting the Finance Shift
The right expertise at the right time.
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