CFO Agenda

Investment and M&A

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Strategy and Business Planning

Operating Model & HR Management

PMO and Transformation Programs

Policy and Regulatory

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SME Business Support

PMO and Transformation Programs

Companies today have to adapt to a constantly evolving environment (new services with digitalization, changing aspirations of clients, disruptive new entrants, global competition, etc.). In this context, Euromena provides its expertise to companies willing to engage in large scale transformation programs in order to face such changes and maintain their competitiveness and performance.

 

  • Large Scale Transformation Programs: From Diagnosis to Implementation, Euromena has contributed to many transformation programs across various industries ensuring corporate changes are implemented and well-received by clients. From the design and implementation of new organizations to IT systems’ rollout or Post Merger Integration programs, over the years Euromena has gained valuable experience in successfully enhancing their clients’ performance across the board.

 

  • Change Management: Ensuring the approval and commitment of employees in times of change is a key lever for success. Euromena has a strong knowledge of changing environments and the necessary expertise on how to build and maintain momentum during transition phases, including:
    • Design and implementation of transition plans
    • Definition and animation of dedicated Governance at all relevant levels of the organization
    • Regular and targeted communication to all stakeholders (information sessions, Q&A sessions, workshops, etc.)
    • Training programs elaboration and delivery

 

  • PMO: With a strong focus placed on flexibility, pragmatism and the will to obtain measurable results, Euromena consultants are trained to lead all types of projects from A to Z with a hands-on approach. We not only coordinate projects but also actively seek additional improvements, aligning views among stakeholders from a change-management perspective, and trying to solve blocking points wherever we can.

 

  • IT Platforms Alignment: We deal with processes such as post-merger integration, new system rollout and development of interfaces between platforms, etc. These transformational evolutions require a clear understanding of the constraints of both the business and IT fields, where difficulties are often faced in achieving harmony and efficiency. Euromena provides assistance to its clients, ensuring all different stakeholders work hand-in-hand on such projects to deliver the best possible system which simultaneously answers both business needs and IT constraints.

 

  • Business Process Reengineering (BPR): Euromena Consulting provides business process improvement and reengineering across functions and departments, relying on a vast library of industry and best-practice processes. More specifically, Euromena Consulting provides:
    • Business Process Reengineering (BPR) (design of workflows, accountability matrix, etc.)
    • Process alignment across different business units and fully-fledged process implementation
    • Design and alignment of IT systems and platform specifications
    • Process governance and reporting model design and enactment

CREDENTIALS

Revamp B2B sales organization

Client: Sub-Saharan African Telco
Engagement focus: Improvement of B2B commercial performance
Key activities:

  • Revamped key B2B segmentation criteria
  • Updated each segment’s clients based on new criteria
  • Assessed Sales teams’ past performance for the reallocation of representatives’
  • Defined sales objectives in line with new organization
  • Rolled out new organization and practices through communication, change management and training

 

Results achieved:

  • Reduction of the number of key accounts (c. 50%)
  • Reallocation of best team resources to the most important segments

Business Process Reengineering and Shared Services Centre Design

Client: French agriculture company
Engagement focus: Re-organization and Business Process Re-engineering
Key activities:

  • Mapped all Finance organization processes
  • Benchmarked Finance organization productivity levels based on standard indicators (e.g. number of invoices processed by agent)
  • Issued a short-term action plan allowing for the immediate alignment of organizations, tools and processes between the 6 sites

 

Results achieved:

  • Productivity increased by 15% for all transactional activities (payables, receivables, payroll, etc.)
  • Elaboration of the Shared Services Centre business case with different implementation scenarios analysis (3 years ROI)

Operations Strategy, Execution & Performance Plan

Client: GCC Civil Protection Agency
Engagement focus: Operational strategy, performance management, and strategic imperatives
Key activities:

  • Aligned strategic plan with government strategy
  • Developed operational plan and performance management policies & procedures
  • Supported the development of an IT tool to manage performance data collection and aggregation
  • Conducted an end-to-end reporting cycle
  • Documented elaborate SOP’s at national and local levels for different emergency scenarios
  • Recommended 12 strategic imperatives

 

Results achieved:

  • Delivery of operational plan, policies and processes
  • Delivery of performance management IT tool

Post-privatization Performance Improvement

Client: Incumbent North African telco
Engagement focus: Activity monitoring and performance excellence
Key activities:

  • Defined a new reporting package including financial and non financial KPI’s
  • Defined production processes for the new reporting package and formalization of related user’s guide
  • Changed management at the Controlling, operational and IT levels allowing the client to produce the reporting package smoothly and to validate data consistency

 

Results achieved:

  • Issuance at d+5 of a monthly reporting package to the attention of the ExCom members.
  • Considerable enhancement of the activity control and the internal management dialogue

International: PMO – Accounting compliance reinforcement

Client: International Chemical Group
Engagement focus: Project Management Office (PMO) and Support for implementation of account reconciliation ensuring the accuracy of the Group’s financial statements and compliance: new tools, organization and processes.
Key activities:

  • PMO: Planning definition and follow-up, coordination of activities and responsibilities within the Project team, regular reports
  • Follow-up of the IT development of a SAP add-on
  • Process design & implementation
  • Definition and splitting of roles between Service Center and local Accountants
  • KPI analysis on reconciliations performed (on deadlines and data quality) at each closing and action plan follow-up

 

Results achieved:

  • Implementation of new and harmonized tools and accounting compliance process across the Group (ca. 200 legal entities)
  • Animation, training and follow-up of a total ca. 200 end-users worldwide impacted by the change

International: PMO – Internal Control process design and implementation

Client: International Chemical Group
Engagement focus: Project Management Office
Key activities:

  • Project Management Office
  • Completed comprehensive status of internal controls, processes and actors
  • Defined KPIs validated by all stakeholders
  • Provided User’s Guide and E-learning to 300+ users
  • Coordinated IS developments to automate internal controls
  • Communicated with all relevant stakeholders

 

Results achieved:

  • Harmonized Internal Controls process, roles and responsibilities
  • Cleared KPIs of internal controls deployment
  • Automation of some internal controls

International: PMO – Intercompany process design and implementation

Client: International Chemical Group
Engagement focus: Project Management Office
Key activities:

  • Project Management Office (Project team definition; Organization and maintenance of planning and responsibilities;
  • Meetings and workshop organization and reporting etc.)
  • Process design & implementation
  • Implementation ofcClear and aligned Intercompany calendar (generation, reconciliation and booking) in line with the objective of D4 financial closing

 

Results achieved:

  • Harmonized procedure for Intercompany reconciliation
  • Migration to one common tool
  • Training: documentation and worldwide training
  • Responsibility matrix issuance

International: PMO – External Audit process design and implementation

Client: International Chemical Group
Engagement focus: Project Management Office for external audit centralization
Key activities:

  • Designed External Audit centralized process following the integration of Rhodia by Solvay
  • Led process rollout across different entities involved
  • Conducted change management efforts through detailed communication, planning follow-up and actual audit

 

Results achieved:
Process designed and rolled out

International: PMO – Tax process implementation

Client: International Chemical Group
Engagement focus: Project Management Office (PMO) and Support for new Tax Reporting tool and methodology implementation, along with a definition of the related processes and responsibilities.

 

Key activities:

  • PMO: Planning definition and follow-up, coordination of activities and responsibilities within the Project team, weekly reports
  • Follow-up of the Tax package IT development
  • Process design & implementation
  • Definition and splitting of roles: issuance of an extensive responsibility matrix
  • KPI analysis (on deadlines and data quality) at each closing and action plan follow-up
  • Monthly Closing Tax instructions issuance

 

Results achieved:

  • Implementation of harmonized tools, calculation methodology, process of Tax reporting across the Group (ca. 200 legal entities)
  • Animation, training and follow-up of a total ca. 200 end-users worldwide impacted by the change

International: PMO – In-House Bank Extension

Client: International Chemical Group
Engagement focus: Project Management Office
Key activities:

  • Worked hand-in-hand with the Stream Leaders
  • Organised and maintained planning and responsibilities
  • Organised meetings and workshops and reporting
  • Submitted weekly progress reports to the Project Leader
  • Coordinated training needs and realization

 

Results achieved:

  • Harmonized Master Data
  • Aligned exchange rates
  • Implemented New Treasury contracts
  • Provided training to resources prior to each Go-Live

 

International: Record-to-Report (RtR) process reengineering and documentation

Client: International Chemical Group
Engagement focus: Record-to-Report (RtR) process reengineering following the acquisition of Rhodia, to support the migration of RtR activities to Service Centers platforms.
Key activities:

  • Conducted interviews and gap analysis to capitalize on Group’s best practices
  • Defined and harmonized RtR processes: Investment/Divestment, General Ledger/Record to Close the Books/Cash
  • Management, Data Management and Reporting, General Accounting Close & Tax, Costing, Intercompany
  • Issued an extensive set of procedures in line with the targeted organization towards Service Centers, fulfilling guidelines and Group’s documentation requirements

 

Results achieved:

  • Availability of extensive documentation of new and harmonized processes deployed within the Group
  • Smooth migration of activities to Service Centers

 

International: Investment Divestment process reorganization

Client: International Chemical Group
Engagement focus: process diagnosis and target scenario definition and costing
Key activities:

  • Diagnosed and analysed gaps in the asset accounting process
  • Designed new organizational structure and defined roles and responsibilities for the whole Investment / Divestment process
  • Enacted scenarios with associated costs and timeline for implementation

 

Results achieved:

  • Clear vision of current situation and key weaknesses to be addressed to ensure future organization efficiency and enable the client to make identified FTEs savings
  • Clear target definition including definition of new organization, process and tools / IT systems

 

Europe: PMO on an acquisition process

Client: International Chemical Group
Engagement focus: Project Management Office
Key activities:

  • Managed the acquisition process of Cytech Industries (deal value 5.8 bn$) by Solvay
  • Structured the deal, coordinated the project, and prepared Closing and post-Closing accounting

 

Results achieved:

  • Full control on the different steps of the M&A process
  • Central point for effective coordination of teams based in France, Belgium, Luxembourg and the USA

France: Finance & Controlling organization

Client: International Utilities Group
Engagement focus: project management and organizational design
Key activities:

  • Organized and animated of workshops and controlled team meetings to ensure relevance with operational constraints
  • Conducted tutorials and training sessions for key resources
  • Redifined Fixed / Variable costs, ABC Costing implementation
  • Defined and implemented business reporting and relevant key performance indicators
  • Provided advice on change management including action plan definition and daily assistance in communication, presentations and reporting elaborations

 

Results achieved:
New and homogenous controlling organization, rules and processes

 

PMO post-merger

Client: French Equipment Company

Engagement focus: PMO post-merger
Key activities:

  • Led post-integration effort following Tubesca acquiring a competitor
  • Coordinated all post-deal actions with all contributors involved (IT, Finance, Commercial, Technical, Legal, etc.)

 

Results achieved:
Successful integration

 

Strengthening of revenue and cash control process

Client: Sub-Saharan Africa Telco
Engagement focus: Reinforcement of control processes on revenue (revenue assurance). Securement of revenue and payment flows through the implementation of automatic interfaces between Information Systems.
Key activities:

  • Defined and implemented key controls to secure revenue and cash across the value chain though a check-list of controls to be performed
  • Enhanced the reliability of financial data through recurring reconciliations
  • Defined functional specifications and assisted in the implementation of automatic interfaces between Commercial IS / Accounting IS to guarantee the integrity of revenues and payment flows

 

Results achieved:
Process and hand-over methodology to strengthen revenue and payment controls