Start from the problem

Consolidate after an acquisition

Two charts of accounts, one set of numbers.

Two companies, two charts of accounts, two definitions of a customer, and a board that wants one set of numbers by the next quarter. The technical work is not the difficult part. Agreeing what a number means is.

What has to be decided

Before anything is merged

  • One chart of accounts

    Not the union of two. Somebody has to decide what the group actually reports on.

  • One customer

    The same company exists twice, spelled differently, with different terms. Which one is right.

  • One product

    Two catalogues with overlapping items and different codes, costs and units of measure.

  • One calendar

    Periods, cut-offs and close timetables that were never designed to line up.

  • What stays separate

    Sometimes the answer is that two systems keep running and only the reporting consolidates.

How we work

Discovery, design, build, run

  1. Discovery

    We look at what you actually have, and what has to still be true afterwards. There is no meter running on discussion time here. You get as many sessions as it takes to understand what is being built and why.

  2. Design

    Written down before anything is built. Scope, the shape of the solution, and the things we have agreed not to do.

  3. Build

    In the open, against real data, in increments you can look at. Nothing arrives as a surprise at the end.

  4. Run

    Live, then supported. Monitored, maintained, and extended as the business changes.

What you get

What is on the table at the end

  • A written definition of every consolidated number
  • Field level mapping from both sources
  • Cleansing and de-duplication rules, applied in the open
  • A reconciliation that proves both ledgers still tie
  • One reporting layer both sides can use
  • Support through the first few closes, which is when it matters

Engagement

How this gets bought

Four ways

Fixed price, time and materials, retainer, or managed service. There is no minimum engagement size, so a single integration is a real conversation and not a rounding error.

What you are paying for

Senior people on the actual work, not a pyramid with one architect and fifteen juniors. Large firms charge a premium that has more to do with their overhead than with the quality of the delivery. The same work can be done properly for less, and that is the reason this company exists.