I engage in projects involving the implementation of changes within organizations, utilizing my expertise in strategy, finance, controlling, and capital transactions. Often, my work allows for the integration of finance and business realms, encompassing strategic planning or specific areas of a company's operations. I also assist individual managers in their development and decision-making processes.
Scope of services
The typical scope of services includes:
Work on strategy and business model development,
Business plans, preparation of financial models,
Implementation or improvement projects of management information systems,
Implementation of ERP systems in collaboration with implementation partners,
Training in finance, strategy, and business model areas,
Mentoring for (future) financial controllers.
Compensation
Compensation is based on time commitment, with an agreed-upon hourly rate, hourly budget, and/or flat fee.
FAQ
1. How should one work on strategy?
There are various techniques and approaches. A good strategy should be based on a shared vision (shareholders, management), which is a kind of collective dream about the future. It should consider both external factors from the company's environment (such as trends, regulations, competition, technology) and internal factors (people, product, finance, resources, customer base, etc.). Working on strategy should lead to setting strategic objectives, i.e., defining the most important changes the company will implement and determining how to measure the degree of achievement of these objectives (indicators). Implementing a strategy involves making changes and choices and has at least a medium-term character. When developing a strategy, external advisors are often used, as they have distance from the current solutions in the company, are more objective, and can lead the strategic planning process.
2. How should one work on a business model?
Developing a business model involves making many tactical decisions that arise from the strategy. A useful approach to describing a business model is the Business Model Canvas, which allows for a clear separation of individual areas and their connections. Decisions regarding specific areas of the business model, such as choosing value propositions, customer channels, or revenue streams, can be fundamentally important for the company's success. There are no definitively good or bad solutions; only their mutual coherence and connection to the strategy can determine whether they are good or bad, leading to success or failure.
3. Isn't it enough to entrust the finance area to an accounting office?
Unfortunately, generally not. The scope of responsibility of an accounting office primarily involves fulfilling statutory reporting obligations in the accounting and tax areas. Accountants do not know what the needs are in terms of management information, and the business is usually unable to explain it to them. Both worlds speak different languages. In large companies, the bridge between accounting and business is the Chief Financial Officer, but in small companies, this role often does not exist. The deficit can be supplemented by engaging a consultant in implementing changes or an external CFO.
Are you interested in cooperation?
I encourage direct contact, as it costs nothing. Such a conversation can be the beginning of collaboration, a source of business contacts, or simply networking. If you're unsure about what your company needs, we can discuss it together.
