Client context: PE-backed precision metalworking manufacturer in Ohio, newly separated from a larger industrial group.
The situation
The spinoff left the company needing a standalone finance function while day-to-day operations continued. Inherited systems and processes were not designed for the new entity's reporting, planning and private equity requirements.
The need spanned several disciplines rather than one broad finance job description.
The work
The finance team combined manufacturing technical accounting, FP&A, systems implementation and data analytics expertise. Its work covered:
- A cloud-based ERP, cost-accounting processes, inventory systems and planning tools.
- Daily flash reports, operational metrics and cost-analysis dashboards.
- Cost allocation, variance analysis, cash-flow management and integrated budgeting.
This brought operational finance and management reporting into the same implementation effort.
The results
The case records a reduction in month-end close from 15 to 5 days, a 40% improvement in forecast accuracy, and automation of 70% of routine financial processes. The company also established operational cost tracking and KPI reporting.
The public summary does not define the forecast-accuracy measure, process denominator or measurement period. The figures describe this engagement, not expected results for every carve-out.
What this case illustrates
A standalone finance function may need several targeted capabilities: accounting judgment, operational analysis, systems configuration and reporting. Specify how those workstreams connect and who approves the resulting information.
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Related reading: The complete FP&A capability framework.
Client identity is confidential. This is an anonymised engagement summary; results are specific to the work described.