Reference projects

One of the leading distributors of equipment and materials for the advertising (visual communication) and printing industry

Before starting cooperation

Lack of established culture of working with data

Lack of a cost control system

Sales analyses conducted by one of the key managers

All trade analyses conducted in a few dozen embedded Excel files, with the possibility of updating them manually only on the manager’s computer

Lack of the possibility of quickly finding an answer to selected business queries on the basis of the available data

Lack of an efficient system of compensating employees working in the commercial department and motivating them to achieve the set KPIs

After starting cooperation

Implementation of a comprehensive Business Intelligence solution based on “raw” data from the ERP system and accounting records

Design and monthly updates of analytical reports for managerial purposes (revenues, costs, profit margins, and performance – on many levels)

Creation of a tool for multidimensional sales analysis (per trader, region, client; the entire solution implemented as a multistage, elaborate product range-based structure)

Support for the creation of a new and more efficient system of remunerating traders

After a few years of cooperation, we supported the sale of the company to one of the market leaders, who valued the company’s financial control and culture of working with data highly, at the same time also mentioning that despite their larger scale of operation they were unable to achieve a similar level of analysis

An international capital group (9 countries) – a leader in the market for technology-assisted specialist services intended for businesses

Before starting cooperation

A small, unremarkable company operating in one country, with EUR 1,2 million in revenue

Lack of a system for controlling revenues and expenditures; lack of a tool for controlling costs; basic and unrelated Excel files used throughout the organization

Analytical reports were inconsistent, including with the profit and loss account; there was no culture of budgeting in the organization

Orders were not entered on an accrual basis (a large volume of orders and contractors; margin from one project distributed over a period of a few months)

Lack of competences in the field of financial and business assessment of potential acquisitions

Lack of funds for accelerating development

After starting cooperation

Implementation of a multilevel system of analysis and controlling in the field of sales, costs, results and financial liquidity at the Polish company and at its 8 foreign subsidiaries

Designing a partially automated system based on the “matching principle” making it possible to demonstrate the proportionality of costs and revenues as well as a credible direct margin from a monthly perspective

Obtaining financing from banks, bonds and shares during several rounds of fundraising, and support in the scope of listing on the stock exchange as well as further reporting

Support in acquisitions (identification of potential targets; financial and business due diligence, including foreign targets)

Acting as the CFO of the group; participation in increasing the scale of the business to an organization with EUR 22 million in revenue (one of a leading players in the industry worldwide); the company was joined by a leading PE/VC fund

A niche medical company listed on the alternative NewConnect stock market run by the Warsaw Stock Exchange

Before starting cooperation

Lack of established culture of working with data

Lack of a controlling and analytical system

Need to put financial and operational data in order due to a few business lines being characterized by different ways of settling accounts

Need to create a new system of reporting due to listing on alternative market

Lack of a controlling tool for liquidity management that would help the company make business decisions in periods of increased demand for cash

After starting cooperation

Implementation of multidimensional Business Intelligence analytical tools fed with data from various, previously dispersed, sources

Ongoing financial controlling of revenues, costs, results and margins, together with reporting for the needs of management and stock exchange requirements

Annual budgeting; rolling budgeting; ad hoc analyses of current operations and demand of the management board

Implementation of a tool allowing for a retrospective analysis and cash flow forecasting, as well as of components influencing cash flows (correlated with the analysis of a structure and bulk receivables inflow, budget, and payments)

A capital group – a Polish company and its affiliated American company operating in the gaming industry

Before starting cooperation

Lack of credible analytics as regards the structure of revenues and costs division

Inconsistency in settlements between related companies

Lack of established culture of working with data

Lack of an efficient controlling and analytical system

Lack of information about data consolidated on an accrual basis

Lack of cash-flow analyses and forecasts in this field, as well as a low culture of budgeting in the organization

After starting cooperation

Conducting a preliminary financial audit and drafting a report indicating recommended changes

Conducting an analysis of the market and competition; benchmarking and advisory on planning the group’s development strategy

Determining which kinds of transactions and fields of operation require changes and improvement

Implementing a credible tool allowing to analyze sales data, fed with cleaned data

Implementing a multidimensional Business Intelligence analytical tool

Ongoing financial controlling of revenues, costs, results and margin

Drafting periodical and managerial reports summarizing the analysis of business data

Transforming the organization into a data-driven company

A capital group – a publisher, wholesaler and retailer of books with significant e-commerce exposure

Before starting cooperation

Lack of credible analytics as regards the structure of revenues and costs division

Inconsistency in settlements between related companies

Lack of an established culture of working with data

Lack of an efficient controlling and analytical system

Lack of information about data consolidated on an accrual basis

Lack of cash-flow analyses and forecasts in this field, as well as a low culture of budgeting in the organization

After starting cooperation

Conducting a preliminary financial audit and drafting a report indicating recommended changes

Conducting an analysis of the market and competition; benchmarking and advisory on planning the group’s development strategy

Determining which kinds of transactions and fields of operation require changes and improvement

Implementing a credible tool allowing the company to analyze sales data, fed with cleaned data

Implementing a multidimensional Business Intelligence analytical tool

Ongoing financial controlling of revenues, costs, results and margins

Drafting periodical and managerial reports summarizing the analysis of business data

Transforming the organization into a data-driven company