BUSINESS CHALLENGE: Financial Reporting Fire Drill Over the Holidays
Our client—a large international utility company, acting to accelerate the transition to a carbon-neutral world for a positive impact on people and planet – made an urgent call to us two days before Christmas. They were facing a fast-approaching financial reporting deadline over the Christmas holidays that required unique technical accounting expertise. This had become a challenge for senior management and time was of the essence…..
BUSINESS CHALLENGE: Sharp Decline In Revenue – Business Volatility
The client—an industry leading energy infrastructure solutions provider focused on engineering & construction services – had no process for identifying the root-cause for DSO underperformance. Developing near-term mitigation plans (Playbooks) for DSO and identifying cash optimization improvement opportunities had become a challenge for senior management and time was of the essence. The client also had limited internal resources to devote to this operation as they neared year end….
BUSINESS CHALLENGE: High Growth Leads To Doubled Business Costs
The client—one of North America’s largest energy and energy-related services providers – was concerned that the high growth they were experiencing due to organic and inorganic business strategies was about to double the cost of their finance organization. They needed to create scale across the organization as quickly and efficiently as possible. The CFO needed tried and true star power to get things on track and lay the foundation for scalability moving forward.
BUSINESS CHALLENGE: Impact of Commodity Price on Revenue
The client—a large, publicly-traded master limited partnership that owns and operates midstream assets – was worried about the impact that the drop in commodity price was having on declining revenue. They needed a process for identifying cash leakage and reducing $10M in cost within 60 days. Additionally, decreasing cost at an additional $10M on a run-rate basis within 90 days was necessary. Time was not on their side and identifying cash optimization improvement opportunities had become a challenge for senior management.
Increasing Cash Flow and Lowering DSO
Capturing Revenue Leakage and Lowering DSO
Cost Savings Through Proper Application of Tax Code
Best Accounting Practices for Lowered Costs and Optimized Production
Centralize Finance Department and Create Scale and Efficiency
Cost Reduction Value Generation and Manage Indirect Spend in Sustainable Way
Robust Procure to Pay Process With Automation and Improved Controls
Quickly Fill Requests During Chapter 11 Restructuring While Meeting Day to Day Needs
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