Case study · National trade association
The financials took a month to produce.
By the time the numbers arrived, they were already old. Leadership was steering a national organization by looking in the rear-view mirror. We took the finance seat and changed that.
The situation
Numbers that arrive a month late are just history.
It took four to six weeks to produce financial statements. That is not a bookkeeping annoyance, it is a governance problem: every decision the leadership made was based on a picture that was already a month or more out of date, and there was no confident way to answer a simple question about where the organization stood right now.
What we did
We started with a project to fix the close, then stayed in the finance seat to run it.
- Rebuilt the close process so producing the statements stopped being a month-long scramble.
- Stepped into the finance leadership seat, so there was an experienced operator accountable for the numbers, not just producing them.
- Gave leadership a current, trustworthy view of the organization instead of a month-old one.
The result
Leadership could finally see the present.
The month-long wait for financials went away, and with it the habit of steering by old data. Leadership could see where the organization actually stood and make decisions on it. What began as a project to fix the close became an ongoing seat at the finance table.
One of eight. See the other results, or find your own weakest link.
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