How can CFO Services structure the finance function to support growth and strategic decision-making?
Objective: Act as a trusted advisor of the CFOs for key financial decisions
1
Structure the finance function in a growing organization: harmonize monthly and quarterly closing processes across entities to ensure consistency, timeliness, and reliability of financial data, align reporting templates to optimize efficiency and transparency
2
Prepare complex M&A transactions, due diligence, fundraising: definition and alignment accounting policies across entities to ensure comparability and compliance with group standards, prepared annual reports incorporating harmonized alternative performance measures (APMs) reflecting the company’s strategic priorities
3
Post-M&A financial integration: transition to an unified chart of accounts and reporting framework, facilitating consolidated financial statements and performance tracking, implemented integration plans aligning accounting frameworks, processes, and systems across merging entities
4
Manage board and financial committee presentations: support relationships between the Board, CFO, finance teams, and stakeholders, ensured clear communication of financial data. Promote effective collaboration within multicultural finance teams by fostering mutual understanding of diverse business practices and communication styles
Case study 1:
Manage finance integration for an acquired multinational
As part of the integration of two multinational healthcare companies, the goal was to align the acquiree’s financial processes and reporting with the acquirer’s standards while meeting tight deadlines. The focus was on ensuring consistent policies, reliable figures, and a reliable closing process.
Challenges:
In a context of a merge between two multinational healthcare companies, we faced several challenges, including multiple financial systems, different accounting policies and costing methods, and limited resources to complete the closing and produce all required reports.
Approach & Strategic Actions:
The accounting policies for revenue recognition, inventory valuation, and COGS allocation were reviewed and aligned, and a manual of accounting policies was created to ensure consistency across all entities. The closing processes were documented, including intercompany profit eliminations, as well as the full closing cycle including OPEX and CAPEX reporting, variance analysis, and the required entries. In parallel, costing methods were harmonized with the acquirer and the integrated chart of accounts was implemented. These actions helped reduce the closing time by 20%.
Results & Impact:
Accounting and costing policies across the acquiree were successfully harmonized, and audited figures were delivered on time, including the necessary catch-up entries. The standard cost calculation time was reduced by 30%, and the month-end close was accelerated by 20%.
At a glance
Aligned accounting policies, costing methods, and key financial processes with the acquirer’s standards
Documented and improved the closing process, including intercompany eliminations and full OPEX/CAPEX reporting
Reduced the month-end close by 20% and cut standard cost calculation time by 30%
Delivered timely audited figures with consistent policies and reliable data across the acquiree
Case study 2:
Preparation of Day 1 and financial integration
In a context of a highly complex and transformative merger between two multinational entities operating with different corporate cultures, financial systems, and reporting frameworks, the mandate was to achieve a successful financial and operational integration, strengthen investor confidence and ensure the newly formed group delivered on the strategic ambitions. This required establishing unified processes, harmonizing performance narratives, and building a robust reporting foundation capable of supporting the organization from Day 1.
Challenges:
The first challenge was to harmonize accounting policies and reporting standards across entities operating under different regulatory frameworks, as well as and finance functions around a unified performance narrative and strategic vision. It was also necessary to deliver transparent financial communication in the first annual post-merger reporting cycle while ensuring full Day-1 operational readiness, with a consolidated view of performance and efficient financial processes.
Approach & Strategic Actions:
First, financial reporting was harmonized by redefining the key alternative performance measures to reflect the group’s strategic priorities. The first harmonized annual report has been developed and published. To support this, a shared roadmap was co-designed through alignment workshops, giving teams common visibility on the integration. In parallel, the reporting architecture was redesigned around key KPIs and an automated sub-consolidation level was implemented, including full account mapping and dry runs. Finally, the month-end closing process across entities was streamlined, reducing the timeline by three days while maintaining accuracy and timely consolidated reporting.
Results & Impact:
Consistent and transparent financial reporting was delivered, reinforcing investors and stakeholders trust after the merger. Closing deadlines were reduced by 15%, and a Day-1 budget was made available to support faster decision-making. In addition, an automated sub-consolidation level was implemented to improve efficiency and data reliability.
At a glance
Managed the financial integration of two multinational entities with different systems and reporting frameworks.
Harmonized accounting policies, key APMs, and reporting standards, and delivered the first unified annual report.
Ensured Day-1 readiness with a clean-room budget, a consolidated performance view, and an automated sub-consolidation flow.
Improved efficiency by reducing the month-end close by 15% and strengthening transparency for investors.
