CFOINSIGHTS Issue 2
 
 

Click here to read CFO Insights Issue 1

Click here to read CFO Insights Issue 3

Get the right information, right now.

Learn how savvy finance professionals in software, SaaS and cloud computing companies overcome today's toughest financial management challenges.

  • Learn why real-time visibility is so critical for software companies – and how you can get the visibility you need.

To get the best experience, please view this site with Flash enabled in your browser.

Get the right information, right now.

Why real-time visibility is so critical for software companies.

The world of software, SaaS and cloud computing companies is highly competitive, collaborative and distributed. Software companies need real-time business visibility, but traditional financial management and accounting solutions can't connect people and data from different locations or handle the sophisticated and real-time informational needs of the software industry.

To get the actionable information they need, finance organizations are often forced to augment their systems and processes with spreadsheets or costly add-on reporting solutions. This further slows the flow of information because:

  • Managing data is a labor-intensive, error-prone, manual process
  • Data is offline and often stale
  • Distributing consistent, timely data to all stakeholders is challenging

Traditional financial management solutions – a long, winding road to nowhere.

Decision-makers in software, SaaS and cloud computing companies need the most relevant, up-to-date information possible to manage their businesses more effectively as well as plan and forecast more accurately. Unfortunately, many of today's financial management solutions can't deliver.

1. Delays - The CEO needs the latest consolidated financials. The best finance can do is offer reports that are already weeks old – or reports based on today's numbers that will be available next week.

2. Inconsistency – After distributing reports via email several times, the CFO, CEO, COO and the board of directors now have five different versions of the same report – each with different versions of the truth.

3. Security Risk – Security is compromised when someone accidentally emails confidential reports to a vendor instead of the board of directors.

4. Errors – TO create reports, the finance staff hast o download data from one or more financial systems and then aggregate, manipulate and format the data in a spreadsheet, providing ample opportunities for errors and reducing finance productivity.

5. Reduced Productivity – Because processes that incorporate spreadsheets can't be automated, finance staff has to work overtime to create, format and distribute reports – and they have to do it over and over again. This wastes staff time at up to $120,000/year per employee.

6. Audit Costs – Auditors determine that because finance processes include spreadsheets, they require closer scrutiny – at a cost of $200 / hour. And that's before they find the inevitable errors.

7. Compliance Risk – Manually created spreadsheets increase the risk of fraud and Sarbanes-Oxley non-compliance. Auditors examine everything again at an additional $200/hr.

8. Software Costs – Controller gets a $100,000 invoice for add-on data warehousing and reporting software – plus an HR request for $100,000/year for IT staff to manage them.

9. Complexity – New add-on data warehousing and reporting software requires assistance from an IT staff member to implement and maintain, as well as to create necessary reports, adding IT costs for every report.

10. GAAP Issues – Data in add-on data warehousing and reporting solutions or spreadsheets diverges from GAPP financials, increasing the risk of making decisions based on data that is different from the financial system of record.

90% of all spreadsheets with more than 150 rows contain errors.* Find out how to eliminate the need for spreadsheets and get the real-time visibility you need in the next section.


*Freeman, D. (1996). How to Make Spreadsheets Error-Proof. Journal of Accountancy. 181(5), 75-77.