Challenge

After the spin-off, the organization faced significant structural and operational challenges within its finance function. Reporting, forecasting, and analysis processes were fragmented, and the newly implemented ERP system required stabilization and realignment. The company:

• Needed an experienced leader to rebuild and reinforce FP&A capabilities.
• Lacked proper financial architecture for reporting, analysis, and forecasting.
• Required stabilization of the recently implemented SAP S/4HANA ERP system.
• Needed focused cash-flow management to sustain operations amid high seasonality and tight margins.

Our Role

ETONIEN was engaged to provide an Interim Head of FP&A to rebuild and stabilize financial planning and reporting capabilities following a global corporate spin-off.

Solutions

ETONIEN’s Interim FP&A leader was tasked with:

• Restructuring the FP&A department to strengthen forecasting and reporting accuracy.
• Developing and aligning SAP S/4HANA finance architecture to business needs.
• Designing a 13-week predictive cash flow model to enhance liquidity management.
• Coaching and developing the FP&A team to drive analytical rigor and process discipline.

Outcome

• Designed a robust planning and reporting system infrastructure.Reviewed and aligned the Chart of Accounts (COA), cost centers, and profit center mapping to the business framework.
• Coached and trained the FP&A team to enhance analytical and reporting capabilities.
• Established a streamlined process flow for planning and reporting activities, ensuring data integrity and consistent forecasting.