Technology calculates.
Experts decide.

Situation

An established company with its own production, retail outlet, and B2B distribution. Operations were running, orders were coming in – but overdue payables had grown past CZK 8M. A third of annual revenue. The owner was paying bills day by day, based on which supplier was most urgent. There was no visibility into actual margins after overhead, how much cash each channel tied up, or whether the company was growing or slowly bleeding out.

Solution

• 13-week cash flow plan with weekly updates – the owner could see for the first time what was coming in the next few weeks, not just today's bank balance. The foundation for prioritizing payables and negotiating new payment terms with suppliers.
• P&L by channel – production, retail, and B2B evaluated separately for the first time in the company's history: which channel has what margin and how much cash it ties up.
• Procurement process and cost review – structured supplier selection instead of historical habits. Changed energy provider, reviewed insurance and service contracts.

Situation

A fast-growing international group with its own production and a network of outlets. Strong revenue seasonality, fixed costs year-round. Management relied on operational data that continuously diverged from accounting. Monthly close was ready around the 20th – without detail or link to operational data. Some foreign entities sent no monthly numbers at all – local accounting firms only filed VAT returns. Annual close finalized in September of the following year – management effectively ignored it. The group reported accounting profit but was permanently short on cash.

Solution

• Management reporting implementation – monthly consolidated view of profitability and cash flow instead of annual statements for the auditor. Aligning operational data with accounting so management could finally see numbers they could trust.
• Seasonal fluctuation and liquidity management – cash flow planning by revenue cycles and identification of where cash was leaking within the group.
• Investment financing and CAPEX – negotiated a CZK 25M+ investment loan including FX and interest rate hedging. Managed investment into new production capacity, financial model for ROI.

Situation

Strategic reorganization of one of the largest telecom groups in Central and Eastern Europe. The infrastructure division was carved out into a separate entity. Group leadership faced a multi-billion EUR decision – list on a foreign stock exchange or sell a stake to a strategic investor. Both options required their own strategy, valuation, and set of negotiation arguments.

Solution

• Financial model as the basis for a strategic decision – five-year plan for five countries, valuation of both transaction variants, and CAPEX planning in the hundreds of millions of EUR. The foundation on which negotiations with institutional investors stood.
• New entity strategy – defining what kind of company would emerge: product portfolio, pricing policy, long-term contracts with operators.
• Coordinating the financial workstream across five jurisdictions – investment banks, Big 4 auditors, law firms. Preparing investor presentations, business plans, and due diligence materials.