For the Head of Finance
You own the number and the team that produces it.
You are between a CFO who wants assurance and a team that is already at capacity. Adding controls means adding people, until the controls stop being something people do.
What you are measured on
- Accuracy of the reported number, and how late corrections arrive
- Team capacity against transaction growth
- Working capital — discounts taken, terms honoured, nothing paid early by accident
- How much of the month is spent on exceptions
Where the leak hits your number
The team is choosing what to check. That choice is invisible, undocumented, and made under time pressure by whoever is on the invoice that day.
What changes in your week
- Every transaction is checked, so nobody is choosing
- Exceptions come with the reason and the evidence, so they are decisions rather than investigations
- The same team handles several times the volume at the same standard
- You can say which controls ran, on what, and when
What you would ask in the first meeting
01
How much of my team's time does this actually take back?
02
What do I tell people about what changes for them?
03
How long before it is running on real data?
04
What if my ERP data is messy?
The honest framing is throughput, not freed hours — the same people covering far more, at a standard nobody had time for before. Live on your stack in weeks, starting from an export, and messy data is what the checks are for.
Ninety days of invoices answers this better than a meeting.
One export, findings back within a working day, with the invoice attached to each.
$Check your savings→