The CFO is made Chief Performance Officer, and becomes even more involved than at present in the management of company processes.
Our clients operate in an environment of transformation, transactions and integration driven by projects and measures. Our aim and objective is to strike a balance between standardisation, automation and digitisation of structures, processes and systems and the constant adaptation of these to the quickening pace of change in the market environment.
Some positions in the financial area, for example, will be eliminated or relocated as a result of increasing use of technologies such as robotics, process automation or outsourcing projects like transformations into internal and external SSCs. New positions in the field of finance with corresponding digital requirement profiles will also be created by this deployment of resources.
As a result, according to the 2019 survey of a Big4 company, 38 percent of CFOs are finding it “difficult” or “very difficult” to find the digital skills they need for their finance department. And this despite the fact that, in the CFOs’ opinion, these are attractive job offers. Many of our clients are confronting this situation with alternative employment models such as project-related use of freelance experts as contractors.
Finance – consolidation up to HB3, monthly and annual financial statements, conversion of accounting USGaaP, IFRS, digitisation workflows, transformation SSC
Controlling – business planning, reporting, finance, business, IT, purchasing, production and project controlling at LE and group level, dashboards
Treasury – cash management, Fx hedging, cash pooling, corporate finance, covenants reporting, treasury due diligence
Tax/Audit – VAT, tax compliance, transfer pricing, tax audits, GDPdU
Project management – transition, transaction, post-merger integration, carve-out, business process automation