Close and reconciliation
Define the close calendar, source-to-ledger checks, review points and ownership needed to produce a repeatable monthly result.
Expertise
CFO advisory and finance operations
Improve planning, reporting, cash control and the finance operating model, then implement the processes and automation needed to keep them working.
When to use this service
- Management cannot explain the current cash position, the next funding gap and the operational actions behind either number from one reconciled view.
- The company has outgrown founder-led spreadsheets, but a system change alone will not fix inconsistent definitions, ownership or close discipline.
- Several entities, currencies, funding sources or contract types are being combined manually, making consolidation slow and review difficult.
What we do
Cash and liquidity control
Connect bank balances, due dates, payroll, tax, supplier commitments and collection assumptions in a rolling short-term cash process.
Management and board reporting
Set a reporting pack that links profit, cash, working capital, operating drivers, decisions and accountable owners.
Planning and scenario modelling
Translate commercial and operational assumptions into an annual plan, forecast updates and decision-led downside cases.
Accounting architecture
Restructure the chart of accounts, dimensions and mapping so statutory data can support management reporting and agreed IFRS analysis.
KPI definitions and commercial finance
Create one calculation, source and owner for revenue, margin, unit economics, backlog, pipeline and other decision measures in scope.
What you receive
13-week rolling cash forecast
A driver-based workbook with opening cash, receipts, payments, committed items, scenarios, variance tracking and named input owners.
Monthly board pack template
A reusable pack covering P&L, balance sheet, cash, working capital, forecast, operating drivers, risks and decisions required.
KPI dictionary
Definitions, formulae, source systems, cut-off rules, owners and review frequency for each management measure in scope.
Chart-of-accounts mapping
A documented mapping from ledger accounts and dimensions to management views and the agreed IFRS reporting structure.
Close calendar and responsibility matrix
Tasks, dependencies, deadlines, preparers, reviewers, approval points and escalation routes for the monthly close.
Controls and reconciliation matrix
Key finance controls with purpose, frequency, owner, reviewer, evidence retained and exception treatment.
How it runs
A diagnostic runs for 1 to 3 weeks. A focused sprint runs for 4 to 8 weeks. A broader finance transformation runs for 3 to 9 months; embedded support can continue on a monthly rolling basis. The agreed scope determines the format.
The proposal names one senior adviser accountable for the engagement and the finance or data capacity assigned to each workstream. Client-side ownership remains explicit; external support does not become an unnamed internal department.
The client appoints one decision owner and one finance lead, provides access to the agreed ledger, banking, contract and operating data, attends a weekly decision review, and resolves documented questions within the agreed review cycle.
Diagnose
In week one, reconcile the first evidence set, identify where figures diverge and agree the decision, data room, owners, review cadence and exit conditions.
Design
Set the target reporting logic, process, controls, roles and implementation sequence before rebuilding templates or changing systems.
Build
Create the models, reporting pack, mappings and controls with the client team; run them on current data and log unresolved exceptions.
Transfer
Hand over working files, documentation, ownership maps and the management cadence, with open actions recorded for the named owners.
From C-level decision to a working process
U.Avero works with C-level teams to turn critical decisions into operating practice. We combine senior advisory with hands-on implementation, process automation and clearly scoped BPO. Depending on the need, we transfer a working process to the client team or continue to run the agreed scope with clear ownership and controls.
Frequently asked questions
What to clarify before the work starts
Does this replace our CFO, accountant or bookkeeper?
No. The engagement defines a specific decision, process or buildout and assigns ownership. It can support a CFO, strengthen a developing finance team or cover a time-bound gap. Statutory bookkeeping and management accountability remain with the appointed providers and officers unless a separate scope states otherwise.
Do we need to change our accounting or ERP system first?
No. The first task is to establish definitions, data lineage, controls and decision needs. Existing systems may be sufficient once the process is corrected. If a system change is justified, the requirements and migration controls are documented before vendor or configuration decisions are made.
Can you prepare IFRS reporting?
The scope can include chart-of-accounts mapping, reporting workbooks and analysis against agreed IFRS policies. Accounting judgements, statutory statements and audit opinions require the appropriate accounting and audit review. The proposal will state which party owns each conclusion and sign-off.
How do you handle companies operating across Ukraine and the EU?
The reporting design can cover entities, currencies, intercompany balances, operational drivers and local source data in one management view. Tax, transfer-pricing and legal conclusions are coordinated with the client’s qualified advisers rather than presented as part of general management reporting.
Three commitment levels
Next step
Bring the decision, process or operating gap.
We can start with C-level advisory, implementation, automation or a defined BPO process. We normally aim to reply within one business day. Sensitive detail can wait until an NDA is signed.