CFOINSIGHTS Issue 3
 
 

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Get a consolidated view of your business.

Mastering multi-entity management and financial consolidation.

  • Learn how to master multi-entity management and financial consolidation in a global economy.

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Mastering multi-entity management and financial consolidation in a global economy.

Why a single, consolidated view of company finances is such an elusive goal for growing software companies.

Software, SaaS and cloud computing companies face multi-entity and global business management challenges far earlier than most other types of firms. Without financial applications designed for multi-entity management, the monthly close, consolidation and reporting processes are time-consuming and error ridden. Finance staff are forced to use spreadsheets or add-on reporting software to accomplish these monthly tasks, both of which reduce productivity, increase costs and lead to errors. And as software companies grow, so does the complexity and effort. The more offices they add, the more regions they expand into and the more business entities they encompass the harder it becomes to consolidate financial information and get a single consolidated view of the truth.

It's not uncommon for a relatively small US-based software company to have a development center like India or China, customer support offices in Ireland or Asia, and Sales offices in multiple locations. Each location usually operates as a separate business entity subject to different currency, tax and reporting requirements. TO further complicate matters, software companies that grow through mergers and acquisitions may find that they have acquired different financial systems as well.

The true cost of consolidating, reporting and analyzing financial and operational information across multiple business entities.

When spreadsheets and add-on reporting solutions are used in conjunction with traditional financial management systems, it's almost impossible to automate financial consolidation, reporting and analysis processes. Data from multiple entities must be manually collected and consolidated. Currently conversions must be calculated and inter-entity adjustments and eliminations must be performed. This leads to:

  • Increased Finance Staffing Costs: It takes a lot of time to gather and consolidate data in spreadsheets from multiple business entities and financials systems, to calculate currency conversions and perform inter-entity adjustments and eliminations and to correct inevitable errors – especially when updates must be made manually and data is often duplicated. When full-time employees cost the company $120,000/year, all of this extra work adds up quickly.
  • Longer Financial Close Processes: All of the hours and days spent collecting and consolidating financial data increase the time needed to perform period-end financial closes. The only way to accelerate this time-consuming process is to add finance staff – and overhead.
  • No Real-Time Business Visibility or Consolidated View of Your Business: Traditional financial management solutions can't deliver the real-time visibility software company decision-makers need – especially those in multi-entity companies. They can’t get a consolidated, real-time view of the business with the ability to drill down to supporting transactional level details. They can't compare performance across regions, which leads to sub-optimal, untimely business decisions. Even worse, they may have different versions of key reports, causing confusion and management misalignment.
  • Increased IT Costs for Add-on Financial Consolidation Solutions: Companies looking for accounting workarounds may invest in add-on financial consolidation solutions. The problem is that their IT costs and complexity also increase – and they still won't get the real-time global and local visibility they need.

Timeline: A growing consolidation nightmare.

  • 2005 – A software company is founded in San Francisco, CA, USA.
    • Employees: 30
    • Currency: US$
    • 1 Staff Accountant is required.
    • Company closes the books on a quarterly basis.
  • 2006 – An Engineering office is added in Bangalore. Growth =40%.
    • Bangalore Employees: 4
    • Currency added: Rupee
    • A separate foreign business entity is created to support the new office.
    • Days required to manually collect and consolidate data: 14. Additional days to close the books: 5. Days to period-end close: 19.
  • 2007 – Sales offices are opened in the UK, Canada and Beijing.
    • International employees added: 38
    • Currencies added: CAD$ and Yuan
    • More foreign business entities need to be established, and the company must now support revenue transactions in foreign currencies, currency translation, foreign exchange gain/loss accounting, local reporting and more complex financial consolidation. Management is now at risk of losing operational visibility into the business.
    • 2 additional staff accountants are needed at Headquarters at $120,000 each along with the addition of local accounting support in each country.
    • Days to period-end close: 30 days.
  • 2008 – A small competitor is acquired.
    • Dallas Employees – 24
    • Currency: US$
    • A smaller competitor is acquired, adding 24 employees and 1 new accounting system. The company now needs to consolidate across different accounting systems.
    • Days to period-end close: 34 days.
  • 2009 – Irregularities discovered.
    • Auditors discover irregularities in spreadsheets which introduces financial restatement risk. Increased auditing requirements increases costs by $20,000.
  • 2010 – CFO comes under fire.
    • The company’s CFO comes under fire from the CEO for lack of real-time business visibility, lengthy close cycles and rising departmental expenses.

Today there are more than 60,000 multinational companies, and while the number continues to grow, their average size is falling.* Find out how all of them can simplify financial consolidation in the next section.


*Source: "How startups go global," Michael V. Copeland, Business 2.0 magazine, June 29, 2006.