New ERP proves to be M&A asset for Financial co.

Picture this...

You’re a US-based fund administrator that has recently sold a minority stake to a European PE firm. You’re using the proceeds to grow the core business via acquisition and add complementary services abroad. You currently have four separate businesses, each using its own accounting system and reporting in multiple currencies due to a geographical footprint spread across three countries. And, you have an aggressive roll-up plan. Your current setup is not scalable, and that needs to change. ​

You turn to Accordion.

We partner with your team to project manage your ERP evaluation, selection, and implementation to enable scalability. We: ​

• Work with management to lead the ERP evaluation process for all four companies and provide recommendations.​
• Design a global chart of accounts and optimize the use of dimensions throughout the system. ​
• Lead a two-year historical data upload for all companies, remapping to new design and accounting process. ​
• Partner with technical implementation teams to integrate existing CRM, expense management, accounts payable, and project management platforms, and integrate the revenue recognition module automating the invoicing process. ​
• Build consolidation templates inside the platform to satisfy reporting requirements. ​
• Act as Controller to re-design the current state financial statement close process to match the new system capabilities, and work alongside the full finance team to train them on new processes. ​

Your value is enhanced.

You successfully select and implement your global ERP and train your staff on how to effectively leverage it. As a result, your consolidation process is shortened by 5 business days, ASC606 revenue recognition standards are adopted, and your overall financial visibility is improved. ​

With our help, you also build a roadmap for onboarding future companies through acquisition. ​