Finance &
Controlling.
The Engine of Transformation. In 2–3 weeks, you’ll know where your finance function stands—at a fixed price, with no obligation to continue. With in-depth business expertise, transformation experience, and a clear framework.
- Experience
- 20+ Years of Financial Transformation
- Projects
- 50+ successfully supported
- Analysis
- 9 Dimensions, Holistic
Get started with the free checklist and see where your finance function stands.
We understand your situation.
Hundreds of times.
Do these quotes from our projects sound familiar? Then you've come to the right place.
ERP Transformation
„Our SAP project has been underway for a year, but the finance workstream is falling behind. We need someone who really understands the business side of things.“
CFO, medium-sized industrial company
Process Design
„We redesigned the processes, but Finance wasn't involved. Now we have to break everything down again because the posting logic is wrong.“
Project Manager, Retail Group
Business Partnering
„Internally, Finance is seen as a roadblock. But we’re actually protecting the company from real risks. We need a partner who understands that and helps us communicate it.“
Head of Finance, Service Company
Assessment of the Current Situation
„We know that something has to change, but we don’t know where to start. A structured outside perspective would be worth its weight in gold.“
Commercial Director, Family-Owned Business
When companies hire external
need support.
The circumstances may vary, but the core principle remains the same: Finance is expected to support day-to-day operations while actively contributing to the transformation.
Time constraints and resource shortages
In addition to day-to-day operations, we're short on capacity. Deadlines are looming, and subprojects are stalling.
Lack of specialized expertise
ERP migration, ESG reporting, and integrated planning require expertise that is often lacking in-house.
Finance as a Hindrance
The business side wants things done quickly, while Finance needs to review and verify. This tension creates conflicts.
Cost Pressure
Real cost-saving opportunities must be identified quickly and systematically, without jeopardizing the business.
Finance follows business.
But not blindly.
All business processes converge in the finance department: Everything must be properly recorded, reflected in reliable key metrics, and protected against risks.
A modern finance function actively promotes transparency, supports management decisions, helps shape transformations, and acts as a business partner on an equal footing.
Schedule a meeting →Modular support.
Tailored to your situation.
Whether you're facing a high-pressure project, looking for guidance, trying to cut costs, or shaping the future: The modules can be commissioned individually and combined as needed.
Finance Transformation PMO
Managing the finance workstream in large projects, acting as a neutral business-focused PMO alongside IT and the business side.
- Stakeholder Management
- Project Management
- Progress Reporting
- Risk Management
Interim Management
Experienced CFOs, finance directors, and controllers for critical phases, with experience in transformation.
- Interim CFO
- Head of Finance
- Head of Controlling
- Project management
Maturity Assessment and Status Review
Structured analysis of the finance function based on the ETC. Current status, areas for action, and priorities within 2–3 weeks.
- Maturity Dashboard
- Management Summary
- Prioritized Roadmap
- Fixed-Price Format
Finance Organization and Governance
Redesigning the Financial Organization: Shared Services, Business Partnering Model, Roles and Responsibilities.
- Organizational Design
- Business Partnering
- Shared services
- Change management
Cost Reduction
Identify cost-saving opportunities in a structured way, using an outside perspective, sourcing and cost-reduction methods, and our own AI tools.
- Sourcing and Cost Reduction
- AI-Powered Potential Analysis
- P&L savings levers
- Implementation Support
Managing Value Creation
Strictly manage processes and value streams, both within the company and beyond. This keeps the focus on the market.
- Value Stream Management
- End-to-End Transparency
- Market-oriented controlling
- Value Stream Mapping
Finance Process Design
Redesigning Core Processes: Closing, Planning, Reporting, Intercompany. Secure, fast, and scalable.
- Fast Close
- Integrated Planning
- Reporting Architecture
- Automation
System Selection and Support
Independent technical support for ERP, planning, and reporting systems, through to go-live.
- Requirements Analysis
- System Selection
- Technical Design
- Go-Live Support
Modern Business Planning
Rolling budgeting and planning using key figures and ranges provide direction and enable decision-making.
- Rolling Planning
- Benchmarks and ranges
- Beyond Budgeting
- Agile Management Models
Which module is right for your situation? We'll help you figure it out during a brief conversation.
The Enterprise
Transformation Cycle.
Finance transformation is not a standalone project: strategy, processes, organization, competencies, and systems evolve as an integrated whole.
About the TCI Method →
Strategy
Finance Strategy, CFO Agenda, Positioning of the Finance Function.
Steering and control
KPI systems, reporting, opportunity and risk assessment, compliance.
Processes
End-to-end financial processes, financial statements, planning, intercompany transactions.
Organization
Roles, Governance, Shared Services, Business Partnering.
People and skills
Technical and digital skills, leadership, readiness for change.
Systems and Methods
ERP, planning tools, BI, data quality, automation.
Maturity Assessment
Finance & Controlling.
Financial organizations are under pressure to change, but they often lack a comprehensive view of their actual level of maturity. The TCI Maturity Assessment provides a thorough assessment of their current status along the ETC in 2 to 3 weeks.
It provides a professional assessment of the situation, highlights key connections and creates a shared view of what needs to be done. A fixed-price entry point with meaningful results.
Take the Maturity Assessment →Here's how the
maturity assessment works.
Result: a maturity dashboard covering all ETC dimensions, a management summary for decision-makers, and a prioritized roadmap detailing costs and benefits.
Clarify the scope
Jointly define goals, the occasion, and key priorities.
Collect information
Review documents and interview key stakeholders.
Assess Maturity Level
Consolidate findings and translate them into areas of action.
Derive results
Combine the summary, maturity model, and roadmap.
Clear Bases for Decision-Making
for your transformation.
The assessment may be followed by modular transformation services, anchored for the long term through coaching and health checks.
Transparency
A realistic picture of the current state of your finance function, without sugarcoating.
Prioritization
The key areas of action have been identified in a structured and clear manner.
Confidence in decision-making
A solid foundation for management and the department.
Connectivity
Tailored next steps and implementation strategies based on the results.
Get started now with the interactive maturity assessment
and receive your results right away.
Towards a modern
finance function.
Start small and take few risks. Scale up once the added value becomes apparent.
Maturity Assessment and Self-Evaluation
Free checklist and structured maturity assessment in 2–3 weeks. Fixed price, clear results, no obligation to continue.
Process Design, PMO, Interim
Tailored modules, whether you need resources, want to redesign processes, or need to stabilize a subproject.
Coaching, Health Checks, Inspiration
Long-term support with regular updates on AI, ESG, and business partnering.
Selected
Project Successes.
Anonymized examples from our consulting practice in the financial sector: the initial situation, our contribution, and the result.
Building a Process-Oriented Organization
- Starting point
- The company was managed in functional silos.
Our Contribution
The management system was restructured to support end-to-end value streams. This was achieved by analyzing the current processes, improving them, designing the target processes, and establishing a process-oriented organizational structure based on these findings.
ECC Migration to S/4HANA – Transition to the Universal Journal
- Starting point
- The company had opted for the brownfield approach and decided to implement the benefits of the new solution gradually.
Our Contribution
The project was managed in collaboration with the business unit and IT (S/4HANA and Analytics (SAP Business Warehouse)) from planning through implementation. In the first phase, Profit Center Accounting was migrated to the Universal Journal; in the second phase, Profitability Analysis (CO-PA) was migrated. The project’s status was regularly reported to the responsible member of the Executive Board.
Design and Implementation of a Currency Concept
- Starting point
- Currency fluctuations in management reporting led to distortions in corporate management; it was not possible to distinguish between effects for which management was responsible and currency effects.
Our Contribution
A concept was developed, coordinated with the Controlling / CFO department, and the implementation was overseen through to go-live.
A new finance organization based on a business partnering model was implemented in 6 months.
- Starting point
- Traditional accounting structure with no strategic role; the change in CFO served as the catalyst.
- Result
- Finance as a recognized sparring partner for management.
Our Contribution
Maturity assessment, vision development, organizational design with shared services and decentralized business partners.
12% Cost reduction in indirect areas—identified within 8 weeks.
- Starting point
- Earnings pressure after market changes; no systematic cost analysis is available.
- Result
- Action plan with a potential savings of €3.2 million, of which €1.8 million can be implemented in the short term.
Our Contribution
AI-powered spend analysis, sourcing workshops, prioritization based on P&L impact.
The planning process was shortened from 4 months to 6 weeks.
- Starting point
- Bottom-up budgeting with over 200 cost centers, high manual effort, and limited relevance for management control.
- Result
- 70% less planning effort, higher forecast accuracy, greater flexibility.
Our Contribution
Transition to a driver model with rolling planning in ranges.
Finance workstream in S/4HANA migration stabilized – go-live maintained.
- Starting point
- Finance subproject is 3 months behind schedule; critical dependencies remain unresolved.
- Result
- Go-live in the planned quarter, with no post-go-live incidents in the finance department.
Our Contribution
Assuming the Finance PMO role, escalation management, and rescheduling the testing phases.
Fast-Close reduced from 12 to 5 days—in 4 months.
- Starting point
- Manual closing processes, lack of automation, delayed availability of results.
- Result
- Reliable 5-day closing figures with higher data quality.
Our Contribution
Process analysis, redesign of the closing process, implementation of parallel closing steps, and automated reconciliations.
Talk to our
Finance experts.
Whether you're in the middle of a project or planning for the future, we'll listen to you and give you an honest assessment—free of charge and with no obligation.
- No risk: clear results in 2–3 weeks
- Independent assessment without system integrator bias
- Senior consultants with firsthand CFO experience
- Cross-Industry Transformation Experience
