Diversified conglomerate

A largely manual finance function relied heavily on spreadsheets, fragmented systems and multiple sources of truth, resulting in extensive data collection, validation, consolidation and reconciliation efforts. Month-end close and reporting cycles were slow, while budgeting, forecasting and scenario modelling remained cumbersome and resource-intensive. Limited standardisation across businesses created data quality, control and intercompany reconciliation challenges, with critical processes dependent on individual knowledge. Finance teams spent significant time on repetitive, low-value activities rather than analysis and decision support. As the group expanded, these processes became increasingly costly, difficult to scale and slow to adapt, limiting timely visibility, agility and management insight.