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Transforming Finance Operations with a Focus on Process, Technology and Compliance

Transforming Finance Operations with a Focus on Process, Technology and Compliance

A national manufacturer needed to improve financial operations following multiple acquisitions that strained its close processes, reporting timelines and internal controls. SolomonEdwards partnered across four initiatives—process improvement, technology enablement, procurement modernization and technical accounting support—to help the company stabilize operations, improve visibility, accelerate reporting and lay a stronger foundation for growth.

Challenge

Our client, a privately held manufacturer of doors and windows, faced a cascade of operational issues following multiple acquisitions, including difficulty obtaining timely financial data, decentralized reporting systems and fragmented operational processes. Integration wasn’t the official mandate, but the company needed to standardize its financial operations across newly acquired business units. In addition, audit pressures, staff departures and the rollout of new technology platforms added to the complexity. 

Solution

We assembled a senior-level team to support the client through four main initiatives: 

  • Financial Close Optimization: We conducted diagnostic assessments across multiple locations, developed an action plan for accelerating close timelines, and bridged knowledge gaps as key personnel departed. 

 

  • Trintech Implementation: Trintech’s reconciliation and task management modules were implemented from the ground up to modernize and automate the financial close process. In addition, we delivered go-live and hypercare support, which encompassed user acceptance testing (UAT), training and policy development. We also provided support related to the company’s implementation of Workday Adaptive Planning. 

 

  • P-Card Program Implementation: We partnered with the client and their bank to define, design and manage the rollout of a corporate procurement card and travel program. This involved rewriting policies to ensure strong controls and delivering full project management. 

 

  • Treasury and Banking Migration: Part of the project team was tasked with reconfiguring the client’s banking structure and migrating from legacy bank and treasury systems to one centralized treasury system, which improved cash management and visibility into the business’ liquidity as well as reducing costs. 

 

  • Backfill and Technical Support: Throughout our work with the client, we provided expertise and emergency resources to address backlogs, support the production of quarterly and annual financial statements, and resolve complex accounting issues including CECL and lease accounting. 

Outcome

Our work supported the client’s goal of optimizing business operations amid leadership changes, decentralized systems, and urgent audit and reporting requirements. Among the positive outcomes realized: 

 

  • A shortened close cycle and increased transparency across entities. 
  • Launch of a new P-card program supported by documented policies and scalable processes. 
  • Successful implementation of Trintech, leading to a more structured and efficient close process with greater internal visibility. 
  • Completion of the year-end financial audit four weeks ahead of schedule, saving time, money and internal resources. 
  • A more integrated, agile finance organization prepared for growth and enhanced oversight. 

 

These initiatives touched nearly every aspect of the client’s finance operations—from governance and controls to technology enablement and service delivery. While each had a distinct focus, together they formed a cohesive effort—setting the stage for ongoing improvements, scalability and post-acquisition integration readiness. 

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