The Power Of Agile

Companies need agile financial processes to enable the business to change and grow.From financial planning that has to adapt and respond to changes in market conditions; quicker month end closing, analysis and reporting, to automation of allocations. Businesses need automated integration of processes that removes the use of excel-based processing of data.

To support such innovation, organizations must embrace an agile approach – but this, by its very nature, means “out-of-the-box” solutions simply don’t work! What finance really needs is to take a journey in which they consider and overcome three main obstacles to being truly agile; these being flexibility, speed and prototyping.

Flexibility

By introducing flexibility, finance can clarify its vision of a project at an early juncture. Having the ability to change the processes – to simplify and streamline them based on what the business needs, not what technology can deliver, will result in a solution that is a close fit to the users’ needs.

Without the restrictions of a mandated architecture or components that an out of the box solution delivers, developers should have the ability to illustrate their initial understanding of the user needs.

Speed

Imagine being able to develop a solution that is not only flexible to meet the business’s needs, but reduces the overall elapsed time of a solution. With an agile and rapid development environment, it’s been proven quite literally, years can be shaved off traditional Business Intelligence development projects!

It’s not uncommon that in traditional software developments, the needs of the business moves on before the project is delivered – leaving a solution that’s not entirely fit for purpose. With a rapid and agile development environment, quick adaptions provide a solution that still meets their needs. Should those needs change, finance is in control and has the confidence and knowledge that the solution can be adapted again to meet the new demands of the business. This can be done quickly, and often independently from IT.

Prototyping

It isn’t practical nor recommended to uncouple projects entirely from IT, but taking a different approach from traditional developments increases speed, especially in major projects.

Bringing together and enabling an informed dialogue between developers, designers and users from the outset not only provides early visualisation that accelerates thinking, it offers significant time and cost savings.

Users can respond, clarify, correct and amend their requirements with speed. End user involvement and engagement throughout the design phase puts finance in control of the processes, enabling them to create a working prototype, and identify, check and validate their requirements and practicalities. Such prototyping enables the team to visualise a system early, learn lessons and insights, and removes the potential for delay or cost over-run.

This agile process also allows new requirements to be incorporated in the system as they emerge during the project, so that the delivered system reflects up-to-date needs.

Upon final agreement, the prototype is transformed into a fully operational solution, applying best practice and key IT governance aspects when moving the project from prototype into a live system, with wide access and compliance to all internal standards.

In summary, what businesses really need, is a rapid and agile development platform, one that provides flexibility, speed and agility.

To be able to initiate a major project without significant investment of resources or costs, to create early momentum and empower the business, whilst providing a commensurate reduction in effort expended by the organisation, now that is agility in finance.

Machine learning and AI versus Motivating the Finance Team

The positive synergy that comes from unifying the trinity of People, Processes and Technology can transform morale and effectiveness of the finance function. Here we take a look at advanced technologies such as Artificial Intelligence (AI), versus the importance of Motivating the Finance Team. Some say that AI technologies will see finance teams reduced in size and significance in the future. Is this true? And if so, what should a CFO’s top priority be?

There’s much recent talk around AI, RPA, robotics, and machine learning. However, these discussion points are not new – they’ve actually been around in one form or another for decades.

Automation technologies continue to develop with the aim of eliminating manual processes. But back in the real world, the daily operations carried out within the typical finance function are often so convoluted, the goal (for now at least) of reducing manual intervention is a huge win. And the technology that can do this is already here.

The jury is out on what shape AI in finance will take. Or indeed, when CFO’s will be confident enough to trial solutions that claim to eradicate manual processes completely.

Should the focus therefore be on utilising current technologies that can streamline the immense volumes of data processing required in the finance function, whilst balancing the best attributes of the individuals within the finance talent pool?

Under this model, transactional roles in finance teams will become less common, allowing CFO’s to upskill their team to higher value and more rewarding tasks. Error-free automated data entry using validation processes already exists; and teams can produce automated forecasts using tools with advanced rule configuration. Employees empowered to utilise collaboration facilities facilitate resolution of issues and anomalies, and efficient handling of queries. Technologies exist today that are the starting blocks of Automated Analytics.

Some CFO’s are already succeeding in combining great Technology with best in class Processes. The trick is to achieve this whilst developing a team of strategic thinkers with cross functional knowledge. This is the formula to move along the road to operational excellence and to realise a world class finance function.

Many believe managing a great team is simply down to competing for the best talent and retaining it. However the ultimate goal must be – how do you nurture a team, keep them onside and committed? Employee morale, happiness and motivation play a crucial part in this aim.

Strong leadership plays a fundamental role and commands the respect of the whole finance function from the board, empowering finance to play a key role in business strategy.

Agile Planning Chinese Curse

“May you live in interesting times” is purported to be a traditional Chinese curse, but it certainly applies to the period we are living in. There is certainly no shortage of business volatility, both politically and commercially. Conflicting signals from the markets we operate in can be difficult to respond to in a co-ordinated and planned way.

Post-Brexit scenario planning

There can be few conflicts within the UK that match up to Brexit. On the morning after the Brexit result, Friday 24th June 2016, all financial services entities with a UK presence were faced with a new and unpredictable world.

Agile planning empowers these businesses to create and refine new scenarios that model foreign exchange rate fluctuations and other business impacts, in hours, rather than days or weeks. Clearly, these changing times will cause swings in demand for goods and services, both at micro and macro levels. Modelling and testing key demand drivers will expose risks and highlight new profitable pursuits, so that Finance can channel resources and investment towards maximum return.

Tactical vs Strategic Demands

How can the modern Finance function provide the much needed direction and strategic input into the business under such conditions? Well, for starters, their planning processes need to be agile and highly automated, a nirvana that is often talked about but which can be difficult to achieve in reality.

Especially given ever-increasing tactical demands on the Finance function, higher data volumes and the constant resource constraints, how can CFOs deliver both these short term deliverables alongside longer range strategic needs?

Technology, people and process

The answer within the Planning function falls within Technology, People and Processes. Technology is the enabler which provides the opportunity and tools to solve these challenges. Quick turnarounds require agile tooling that can rapidly adapt to new business requirements and conditions.

Your chosen planning environment must support rapid foreign exchange exposure analysis, multiple scenario creation and comparison, and should ideally have all the business logic in one place. Finally, our research shows that where your plan spans multiple geographies, different rules or logic might be needed to support the various regulatory requirements. This can be an important source of process challenges if it is not well catered for.

Of importance is that staff are empowered to own and change the planning business logic themselves – in our experience where this is not the case, the planning team performance and responsiveness is significantly impaired. The machinery, therefore, needs to interface well against the different planning users and target audiences.

Lastly, and the area that is most neglected is Process. Automation is an experience, so our processes must continue to reduce manual interventions, not to create new ones. This implies a feedback loop where new adjustments and interventions are formalised into the central planning business logic at the first available opportunity. Finance can no longer rely on “ad-hoc”, manual workings to get them through a planning season.

Given an automated and accurate plan, technology provides the platform for the CFO and their team to analyse results, formulate initiatives, and challenge the plan with different scenarios. At this point Finance become a true strategic partner to the business, a challenging but crucial role to any modern business.

If you have been following our Brexometer updates, which summarise the UK’s economic and political status into a single monthly score out of ten, you will have witnessed these “interesting times” unfolding dramatically.

The speed and magnitude of change is remorseless. The support of agile planning technology is becoming a vital defence against the quintessential Chinese curse.

5 Signs Your Company Needs A Better Finance Solution

1. You Are Always Burning The Midnight Oil

“70% of CFO’s would like to do more planning cycles a year, but too many spreadsheets (56%), the volume of data (51%) and labour intensity (49%) prevent it”
Accountagility Survey of 200 CFOs

What Is Keeping You Up At Night?
  • Lack of confidence in your numbers
  • Finding & fixing errors takes too long
  • Gathering & consolidating data
  • Keeping up with the changing demands

With ever increasing demands, more compliance and regulation and tighter timescales, the pressure is on at Finance departments everywhere. Workloads are increasing, people are having to work longer hours, and even come in at weekends. To get months or quarters closed, holidays are cancelled and eating at desk is a common practice. Finance management is being asked to do more, such as continuous forecasting, but there is no bandwidth or spare time.

2. You Are Seeing Too Many Errors

“Eight out of 10 CFOs have had one or more incidents or faults with month-end reporting or planning using spreadsheets”
Accountagility Survey of 200 CFOs

How To Avoid Errors?
  • Trap bad data at source
  • Automate reconciliations and checks
  • Use tools with ‘de-bugging’ features to spot errors
  • Build confidence in your numbers

An independent survey commissioned by Accountagility reveals that “eight out of ten CFOs have had one or more incidents or faults with month-end reporting or planning using spreadsheets. Excel is invariably at the heart of such errors. It can’t easily test for and trap errors in incoming data; we all know the phrase “Rubbish In, Rubbish Out”. Furthermore, it has no ‘de-bugging’ feature, so it requires long and pain-staking effort to identify errors, let alone to fix them. Every error identified has knock-on effects, so soon the whole finance team is being impacted and held back.

3.You Have A Love/hate Relationship With Spreadsheets

“72.5% of the CFO’s are concerned by their reliance on spreadsheets”
Accountagility Survey of 200 CFOs

Spreadsheets – Are They Like Marmite?
  • Spreadsheets are easy to create but difficult to share
  • They are useful but complex to manage
  • With many users, it can be impossible to avoid version control issues

Spreadsheets are like “Marmite”; we either love them or hate them. Sometime both at the same time! If your Finance processes are very reliant on them, you may experience a series of problems, which in turn introduces serious risks to your organisation. Sharing data across the department is a challenge, as there is no true multi-user access. With multiple users and versions, the task of managing and coordinating spreadsheets can become onerous and time consuming.

4. You Don’t Have A Full Audit Trail

“46% said “Audit trail provision” was a top three priority when it comes to solutions”
Accountagility Survey of 200 CFOs

Why Is This Important?
  • To track changes effectively
  • To implement transparent financial controls
  • To keep auditors informed and satisfied
  • To gain credibility and win the board’s confidence

With spreadsheets, you can’t tell who in the Finance team has made changes to formulae or data. Nor can you tell when changes were made, unless you laboriously compare versions over time. What’s worse, you can’t see why key amendments were done, who else was involved in the changes. Where such spreadsheets are a part of a formal or regulatory financial process, there can be unfortunate outcomes. Both internal and external auditors may be asking questions. They will want to see how decisions are made, and what controls and processes are in place. Finance solutions with a comprehensive audit capability can remove these difficulties and free up valuable management time.

5. Your Reports Are Not Dynamic

“My team is spending so much time on getting the numbers right that there is no spare time to analyse and think”
FTSE 250 CFO

Why Can’t You Generate Real-time Data?
  • Spreadsheets take too long to run complex computations
  • Your system can’t compute ‘what-if’ scenarios
  • Your accounting system doesn’t give you what you need
  • The business is on your back and you can’t match their expectations

If your organisation relies on spreadsheets for key processes in its Finance function, it can prove a Herculean task to provide the business with its ever-increasing demands for instant results and reports. Data embedded in unwieldy workbooks is hard to extract, so real-time reporting is not possible. Sometimes just getting complex spreadsheets to perform an update or a re-compute takes a long time. And that’s before you have been able to create reports or dashboards. For some finance departments, the reporting capability in the accounting system is not up to the job either. With the basics taking so long, requests for what-if scenarios or alternative models go to back of the queue. The department’s reputation inside the organisation is deteriorating, but sheer effort alone can’t remedy the situation.

I Recognise The Signs – What Next?

Analyst Advice: Find A Solution That
  • Lets spreadsheets continue to do what they’re good at
  • Eliminates the risks and constraints of Excel
  • Is agile and enables full end to end automation of key finance planning activities
  • Offers full drill-to-source capability and traceability
  • Provides analysis and commentary to help you understand your numbers
  • Is able to compare scenarios & data at any level and delivers instant reports

There is no denying that what is needed is a solution that retains the agility and flexibility that have made spreadsheets so popular, yet also enables Finance to control the data and processes, including validation and integration. The ORYX suite from Accountagility removes the obstacles, solves the frustrations and unlocks a powerful resource for the business.

In your Finance function, do you have a particular business issue that is a frustration and an obstacle to progress? If so, please call us at 0207 947 9650

ORYX HR finance

At first glance, the tie between finance and HR isn’t all too obvious. But with both operations sharing the same objective – to serve and advise the business – the seamless flow of information between them is of paramount importance to ensure any business stays afloat.

HR records contain numerous key elements that need to be captured by finance for planning and actuals. Information relating to bonus or commission calculations and payments, share schemes and options, and employee expenses, for example. This data can reside in either the Finance or the HR system. Sometimes the information crosses several geographies and entails the management of multiple currencies.

The humble spreadsheet is the most widely used tool to combat the sharing of this data. But manual data entry and transfer of information from one system to another in this way simply adds to the already heavy workload of the Finance team.

Our research* confirms 72.5% of CFOs are concerned over their reliance of using spreadsheets for their most crucial finance processes – so how can businesses replace Excel and these highly manual processes that move HR data into plans and actuals efficiently – ensuring the business has the buoyancy it needs to keep it on an even keel?

“Over 72% of CFOs are concerned over their reliance of spreadsheets for their most crucial finance processes”

If organisations could reduce the volume of this manual data entry, whilst at the same time be able to analyse and model the data without delay, they would be in a greater position to free up time and resources. Indeed, 86% of CFOs questioned* confirmed they would consider replacing spreadsheet based processes if a suitable alternative was available.

What’s the alternative

ORYX HR. Developed by people who have worked in finance and fully understand the impact of data inconsistencies, this solution has been designed to consider the security risk to the confidential material, and the overall importance of the accuracy of the information flow between HR and Finance.

Now you can navigate through troubled and stormy waters with ease. ORYX HR is a fully automated solution that captures staff costs, performs calculations, and provides analysis and reporting, freeing up valuable staffing resources.

Straight through HR processing

  • Full end to end automation reduces the time it takes to update staffing costs in actuals or plans, with complete version and data control

Eliminate errors

  • Inbuilt data validation processes that handle manual inputs and in-house system feeds are managed by an automated workflow, removing risk of incorrect or inconsistent data.

Optimise resources

  • Enable informed decision making by understanding the true cost of resources, model different staffing scenarios, and optimise staff to their greatest potential

Multi-Currency

  • With a set of rules for each geography, handle multiple currencies and map your FX requirements

Modelling

  • You can cut scenarios with ease and model the impact of different factors and plans to your bottom line

Ways to learn more:

By implementing a more efficient information flow between HR and Finance, staff can spend less time adjusting errors, and more time focusing on higher value tasks. The more automated processes implemented, the more confident CFOs can be in the data quality. Importantly, they may now turn their attentions to the business insights to be gained from the data itself.

Avoid having to batten down the hatches. Instead, place a firm hand on the tiller and re-chart your company’s course and provide the business with the support it needs to seamlessly share information between HR and Finance. If you have that sinking feeling, choose one of three ways to learn more:

Planning

Speed, agility and accuracy throughout the planning and forecasting process are key requirements to meeting the fast changing business conditions of any organisation, but our recent research survey* with 200 CFOs found that the majority of finance departments conduct planning processes just twice a year.

Whilst 70% of CFOs* reported they’d like to increase their number of planning cycles, inefficiencies and over-complicated systems are just some of the reasons given for not performing these more regularly. Producing an efficient Plan is like maintaining an intricate locking mechanism – where all components need to be well oiled and aligned perfectly to ensure precise operation – one misaligned latch will fail the whole lock. Similarly, the top three challenges faced by Finance functions are:

  • Vast numbers of spreadsheets cause obstacles
  • Huge volumes of data that need to be managed
  • Complexities and manual adjustments drain valuable staffing resources

All agree, an efficient planning process comprises excellent forecasting, wide collaboration and reduction of the all-important cycle time – whilst having the ability to analyse and fully report on all of your planning, budgeting and forecast data.

To do all of this manually using spreadsheets is time consuming and complex. Doing this using automated tools seems a promising solution, but which is the right product for you? Some Finance solutions appear to have been written by scientists, offering little practical content and showing limited understanding of the procedures you follow and the constraints you are under on a daily basis.

We can unlock your business intelligence:

At Accountagility, we understand that for budgeting, planning and forecasting, each organisation has its own way of doing things and that a solution can rapidly become a headache if it is not fully flexible and able to adapt to your needs. ORYX Plan has been designed by Finance people like you. That’s what makes us, and our solutions different.

We understand the cycle time from initial draft to final approved budget and forecast is key. ORYX Plan lifts the latch for your planning requirements because it:

  • Reduces risk by validating data at point of entry
  • Uses our lightning quick in-memory process technology to become one of the fastest number crunching solutions in its class
  • Makes the handling of multiple plans easy with its intuitive user interface
  • Provides deep multi-dimensional and reporting to view performance from many perspectives and permutations

Closing

The month end close process is a recurring challenge for Finance departments, many of whom manage multiple P&Ls, balance sheets and data sources. International structures pose additional demands, making the whole process as complicated as untying the impossibly intricate and difficult Gordian knot.

Combating the huge data challenges and dealing with the increased heavy workload often requires input from all available staff, and habitually, longer working hours. Our research* confirms 94% of businesses close their ledger early, simply to allow extra time to process errors in data.

When the month end cycle rolls around, issues are often not spotted until a firm’s CFO examines the data output, which calls for manual adjustments to be made before the data is re-submitted into the cycle. The cause of the problem is most frequently a data issue in the general ledger or another financial system.

“53% of CFOs claim manual adjustments are their biggest bugbear *”

It is therefore no wonder that manual adjustments are reported as the biggest pain point faced at month end by over half of CFOs surveyed*, highlighting just how widespread the problem reaches. This was closely followed by frustrations with processing errors – 45% reported this as their ‘bête noire’.

If organisations could reduce the volume of manual adjustments, whilst at the same time satisfy audit requirements, they would be in a greater position to free up time and resources. As it is, 66.5% of those questioned confirmed they close two days early, and a quarter close a day ahead, in order to combat the challenges of processing such large amounts of data.

What’s the alternative

Automated solutions with labour saving features can ease the closing process; organisations no longer need to burn the midnight oil. Staff morale can be boosted, overtime costs can be reduced, errors can be eliminated and accuracy improved. All of this whilst substantially reducing the volume of manual adjustments, and at the same time satisfy audit requirements. In medium to large Finance departments, savings up to 50% of the time and effort incurred in performing the month end close process.

Ease the closing process – Introducing a set of powerful workflows enables the close process to be automated and easily repeated

Reduce time and effort – Automatically validating data produced from a variety of internal and external systems. Performing all your financial close computations in seconds, including allocating expenses, consolidating entities, eliminating intercompany balances, reporting and reconciling accounts and ERP’s. The rules based approach and validation engine will ensure accuracy and save up to 50% of time and effort in medium to large Finance departments.

Improve accuracy – Automated, audited and streamlined sign-off procedure improves accuracy and saves time on approval processes

Insightful analysis – Drill down reporting to identify and correct issues quickly

Ways to learn more:

By implementing a more efficient month end regime, staff can spend less time adjusting errors, and more time focusing on higher value tasks. The more automated processes implemented, the more confident CFOs can be in the data output. Importantly, they may now turn their attentions to the business insights to be gained from the data itself.

Research commissioned by Accountagility – a survey to 200 CFOs and FDs
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Spreadsheets

Quick, flexible, and easy to use. It’s no wonder Excel is one of the most widely used tools around. Microsoft Excel turned 30 this year, and without a doubt, the application has claimed an unparalleled share of the corporate mind set.

The extent to which day to day activities are dominated by it – particularly within the Finance function – has empowered staff to ‘get the job done’, notably where other tools may have failed. The ability for all levels of staff to process data and present information with ease; whilst at the same time allowing them to solve problems and business challenges in the way users want to, all contribute as to why spreadsheets are here to stay.

But spreadsheets are also like icebergs, with hidden pitfalls. It’s not what you see, but what you don’t that puts you at risk. What seems at first glance as awe inspiring can result in inherited errors you didn’t even know were there. Like wise old seafarers, it’s sometimes sensible to change course if you want to avoid what’s hidden below the waterline. A recent poll by YouGov* found that

“17% of large businesses have suffered financial loss due to poor spreadsheets*”

In other words, spreadsheets can be harmful to your bottom line

As Excel enters its 4th decade, it seems we simply can’t live without it. If, as research suggests, we are that dependent on it, how can you be better equipped to reduce, or even avoid financial loss?

Unwanted Risks

A recent independent survey** confirmed over 79% of CFOs and FDs are concerned over the reliance of using spreadsheets for their most important finance function processes.

This is not surprising, when it is widely accepted that most spreadsheets are redesigned at some point. The flexibility that the humble spreadsheet brings, means the variety of ways in which users might approach a common task results in lack of consistency and control. What can start out as a tactical solution to an immediate problem can quickly end up with a set of workbooks that are difficult to manage and maintain. These are examples of why many errors are found within different parts of a spreadsheet. Without clear governance features like version control and traceability, spreadsheets represent an unwanted risk to your organisation.

“The West Coast Main Line bid from Franchisee First Group collapsed, due in large part to “technical flaws” in error-prone spreadsheet models – resulting in a cost to the UK Tax Payer of £55million***”

Solutions

The larger the company, the more spreadsheets, and the greater the exposure to potential error and loss. Too many spreadsheets was cited as the most challenging issue by 56% of CFOs and FDs in a recent independent survey**. The high incidence of errors within large spreadsheets leads us to question whether it has outgrown its value amongst the complex challenges in larger Finance functions. The survey suggests that businesses are looking to address this vulnerability and are starting to consider Finance friendly alternatives which address these risks and still respect the need for flexibility.

New technology solutions are available that offer greater consistency, eliminate version control issues, provide built-in back up, and compliance support, whilst incorporating the use of Excel. Businesses are starting to review use of spreadsheets in finance departments – after all, spreadsheets are at their best when used either as a tactical tool, or as a prototype for a more formal process design. To support this activity businesses are looking at their processes and how new technology can provide alternatives to large numbers of complex spreadsheets. They are looking to realise benefits such as reduction of errors, elimination of wasted time, and cost savings.

“The use of Excel can be balanced by reducing risk to businesses, avoiding the Fidelity Magellan scenario. A forgotten negative sign in their annual accounts caused a $1.3 billion loss to be miscalculated as a gain, causing an irate reaction from shareholders and chaos in the market***”

As spreadsheets are here to stay, the time is right to critically evaluate their best use. Just as an iceberg remains largely unseen beneath the surface, so are the hidden risks of poor spreadsheets.

Accountagility has developed a suite of solutions for the Finance function, which directly address the risks and dependencies of spreadsheets in areas such as Planning, Period End Closing and Expenses.

Advantages of Group Financial Consolidation

Do you work in an organisation with multiple structures or entities?

If so you’ll know how much effort goes into Financial Consolidation… and how much the picture can change from one quarter or year end to another.

You may have different systems used by different parts of your organisation, you may have different regulatory and compliance regimes. There is the challenge of multiple currencies and exchange rates. There may be different Charts of Accounts, Balance Sheets and other underlying data. Getting all these dimensions into line to allow consolidation can be a huge task. All this work invariably has a deadline which is immovable

  • What if you could automate your whole Consolidation process?
  • How much easier would it be if you could stop using spreadsheets and use a common system for all?
  • Would you like to reduce overtime and allow the team to do their work inside normal working hours?
  • What if you had time to research and analyse data to add value to your business?
  • How can you become a more valued and supportive business partner to your Board?

Imagine you’re a gymnast, striving to deliver new and better routines. The finance department wants to streamline consolidation whilst adding flexibility to the process, and consider the demands of the ever increasing regulatory, audit and reporting requirements. Much like tackling the uneven bars, finance should know in advance what the routine will be, to include compulsory manoeuvres, but also to understand that no two process runs will ever be quite the same; as conditions change and adjustments are required.

How ORYX Helps with Group Finance Consolidation 


There aren’t many solutions that handle the challenging areas within the Group Finance function. ORYX Consolidation achieves just that by unifying all general ledgers for multiple entities, multiple currencies and multiple reporting standards together with non-financial data. The results provide access to the right information – dynamically – when needed. Here’s a snapshot of how our clients have benefited from our Group Finance Consolidation offering:​

A single view of Group financials

With one single interface, Group Management gain visibility of the whole global business, allowing them to spend more time on analysing the data, and less on collating it.

Consistency and Regulation

By automating three key processes – accounting, reporting and consolidation, Finance is able to meet business, compliance and regulatory requirements by integrating existing ERP, planning, and other finance tools, providing the benefit of standardisation and consistency of information, reporting and presentation.

Management of Multiple Currencies

The need to handle fluctuating currencies has never been greater, both manual and automated FX adjustments can be used to adapt policies on plan, versus actual rates.

ORYX Consolidation handles the original currency (where the transaction occurred), the local currency (the home currency for the region) and the reporting currency (the currency in which you report Group Accounts).

Saving in time and cost

Centralising the control and automation of manual sets of processes leads to reducing the effort and cycle time to produce consolidated reports, our clients report a reduction in effort of up to 60%, and the shortening of elapsed processing time of up to 30%.

Management reports and packs

The creation of final consolidation reports and outputs can be produced automatically. With full analysis and drill down capabilities, reports are delivered accurately with a consistent presentation and style.