CASE STUDY
$4B Revenue Industrial Manufacturer
PE-BACKED
280-person finance org
CASE STUDY
$4B Revenue Industrial Manufacturer
PE-BACKED
280-person finance org
Revenue: $4B | 3,200 employees | 14 entities across 6 countries
Finance Org: 280 people across AP, AR, Close Management, Treasury, FP&A, Tax
Tech Stack: NetSuite, Oracle (2 entities migrating), Ramp, Concur (phasing out), Snowflake, Excel
Finance operations were fragmented across systems and spreadsheets, with high exception rates and long close cycles. The team needed an operating layer that reduced manual reconciliation and surfaced issues early.
A Forward Deployed Engineer embedded across the full finance org, mapping every handoff between every sub-function. The audit documented 23 distinct workflows across 6 sub-functions and uncovered systemic patterns:
Systemic patterns
The consistent pattern across all 23 workflows: people spending most of their time gathering and reconciling data across systems, and very little time on actual analysis or judgment.
Not a handful of point solutions. A full finance operating layer spanning every sub-function in the department.
Invoice intake agent ingesting from email, vendor portals, and Ramp, extracting line-item data, matching against POs in NetSuite, and auto-coding GL entries. Exception triage agent classifying exceptions by type, auto-resolving the routine 12 types, and routing genuine problems to the right person with full context. Payment execution agent batching approved invoices and optimizing payment timing against discount terms and cash position.
Collections prioritization agent scoring outstanding invoices using payment history patterns, customer segment, invoice characteristics, and relationship signals. Auto-generating tiered collection communications calibrated to each customer's historical response pattern. Cash application agent matching incoming payments across all entities, handling partial payments and deductions.
Intercompany reconciliation agent matching transactions across NetSuite and Oracle using fuzzy logic on vendor names, amounts, dates, and entity codes. Journal entry agent auto-generating recurring and accrual entries with anomaly detection. Close readiness agent tracking every close task across all 14 entities in real time.
Ramp-to-NetSuite sync agent mapping spend categories to GL codes, reconciling card transactions against expense reports, flagging policy violations, and auto-posting clean entries. Eliminated the manual re-categorization step that was eating 3 days of close every month.
Cash position agent pulling real-time balances from all 6 bank accounts across 3 currencies, delivering daily cash position by 7am, and running a rolling 13-week cash forecast. FX exposure agent monitoring intercompany receivables/payables and flagging hedging opportunities.
Variance analysis agent auto-generating the monthly variance package as soon as close entries are posted, flagging material variances with root-cause context. Management reporting agent assembling board-ready financial packages from NetSuite, Ramp, and Snowflake without the manual export-and-reconcile cycle.
Quarterly estimate assembly agent pulling entity-level P&Ls, applying jurisdictional tax rates, and generating the consolidated estimate workbook. Audit prep agent maintaining continuous audit-ready state by logging every agent action, every human override, and every data transformation with full traceability.
Month-by-month focus and results.
All value estimates use conservative assumptions: fully-loaded employee cost of $130-160K (varies by role), year-one realization discounted to 70-85% for ramp, and revenue attribution held to directly measurable outcomes. We show our math and encourage clients to stress-test with their own assumptions.
Value Drivers
Headcount Detail: 16 named positions redeployed to higher-value work: 11 AP staff to vendor relationship management and spend analytics, 4 AR staff to customer credit strategy, 1 Treasury analyst to cash optimization. Capacity recovered across remaining staff reflects measured time savings on close cycle, manual reconciliation, and report assembly, discounted 30% to account for partial realization.
Finance agents flagged procurement workflow problems in business units, fed real-time margin data into sales deal profitability models, and became the connective tissue other departments pulled from. These cross-department effects are not included in the value estimate above.
Revenue: $4B | 3,200 employees | 14 entities across 6 countries
Finance Org: 280 people across AP, AR, Close Management, Treasury, FP&A, Tax
Tech Stack: NetSuite, Oracle (2 entities migrating), Ramp, Concur (phasing out), Snowflake, Excel
Finance operations were fragmented across systems and spreadsheets, with high exception rates and long close cycles. The team needed an operating layer that reduced manual reconciliation and surfaced issues early.
A Forward Deployed Engineer embedded across the full finance org, mapping every handoff between every sub-function. The audit documented 23 distinct workflows across 6 sub-functions and uncovered systemic patterns:
Systemic patterns
The consistent pattern across all 23 workflows: people spending most of their time gathering and reconciling data across systems, and very little time on actual analysis or judgment.
Not a handful of point solutions. A full finance operating layer spanning every sub-function in the department.
Invoice intake agent ingesting from email, vendor portals, and Ramp, extracting line-item data, matching against POs in NetSuite, and auto-coding GL entries. Exception triage agent classifying exceptions by type, auto-resolving the routine 12 types, and routing genuine problems to the right person with full context. Payment execution agent batching approved invoices and optimizing payment timing against discount terms and cash position.
Collections prioritization agent scoring outstanding invoices using payment history patterns, customer segment, invoice characteristics, and relationship signals. Auto-generating tiered collection communications calibrated to each customer's historical response pattern. Cash application agent matching incoming payments across all entities, handling partial payments and deductions.
Intercompany reconciliation agent matching transactions across NetSuite and Oracle using fuzzy logic on vendor names, amounts, dates, and entity codes. Journal entry agent auto-generating recurring and accrual entries with anomaly detection. Close readiness agent tracking every close task across all 14 entities in real time.
Ramp-to-NetSuite sync agent mapping spend categories to GL codes, reconciling card transactions against expense reports, flagging policy violations, and auto-posting clean entries. Eliminated the manual re-categorization step that was eating 3 days of close every month.
Cash position agent pulling real-time balances from all 6 bank accounts across 3 currencies, delivering daily cash position by 7am, and running a rolling 13-week cash forecast. FX exposure agent monitoring intercompany receivables/payables and flagging hedging opportunities.
Variance analysis agent auto-generating the monthly variance package as soon as close entries are posted, flagging material variances with root-cause context. Management reporting agent assembling board-ready financial packages from NetSuite, Ramp, and Snowflake without the manual export-and-reconcile cycle.
Quarterly estimate assembly agent pulling entity-level P&Ls, applying jurisdictional tax rates, and generating the consolidated estimate workbook. Audit prep agent maintaining continuous audit-ready state by logging every agent action, every human override, and every data transformation with full traceability.
Month-by-month focus and results.
All value estimates use conservative assumptions: fully-loaded employee cost of $130-160K (varies by role), year-one realization discounted to 70-85% for ramp, and revenue attribution held to directly measurable outcomes. We show our math and encourage clients to stress-test with their own assumptions.
Value Drivers
Headcount Detail: 16 named positions redeployed to higher-value work: 11 AP staff to vendor relationship management and spend analytics, 4 AR staff to customer credit strategy, 1 Treasury analyst to cash optimization. Capacity recovered across remaining staff reflects measured time savings on close cycle, manual reconciliation, and report assembly, discounted 30% to account for partial realization.
Finance agents flagged procurement workflow problems in business units, fed real-time margin data into sales deal profitability models, and became the connective tissue other departments pulled from. These cross-department effects are not included in the value estimate above.
