Business Controlling Offshore

Felipe Pereira

Analytics

FPA

2

* Henri Fayol (Istanbul, 29 July 1841 – Paris, 19

November 1925) was a French Mining engineer

and director of mines who developed a general

theory of business administration

“ Control of an undertaking consists of seeing that everything is being

carried out in accordance with the plan which has been adopted, the

orders which have been given, and the principles which have been laid

down. Its object is to point out mistakes in order that they may be

rectified and prevented from recurring” (Henri Fayol, 1916)*

Felipe Pereira Value For Money Financial Consultant

FPA

3

A highly experienced Business Partner for Executive Management. Economist

with an MBA degree with merit from the Geneva University.

Spent 12 years in Switzerland with proven track record on the implementation

and optimization of financial processes (planning, reporting and analysis) of

several companies from different sectors and sizes.

Since 2013 based in Lisbon, Portugal, providing low cost/high quality consulting

services.

Apply innovative thinking, strategic analysis and business acumen to provide

financial support and guidance to stakeholders.

Proficient in developing Excel financial models utilizing Business Intelligence data

to identify financial opportunities and develop strategies for presentations to

Executive Management.

What is this all about? With squeezed budgets for Business Controlling onshore…

Time consuming, lack of rigor, expensive tools

Wrong reports, inaccurate data Misalignment for decision making

Confused strategy Problems in execution

Offshoring Business Controlling fits in every budget…

Efficient performance by experts using state of the art tools.

Customized and accurate reports enabling action plans and decision making

Clear strategy Optimized execution

FPA

4

How does it work? - Overview

Business data C

Business data B

Business data A

Reports, dashboards and templates may be provided through different types of media: - Excel - Word - Power point - PDF - Web

FPA

FPA

5

Interaction between and customer may happen in several ways: - SharePoint website - Email - Chat - Help line

FPA

Added Value

Opportunity Benefit

To force discussion and consensus

on the main KPIs to be followed

Aligns the strategy of the company,

leading the management “to speak the

same language”

To have a set of standard and

100% accurate reports

Makes management meetings more

efficient, saving time on the busy agenda

of decision makers

To automate the production of

performance management reports

Improves execution of the plan, focusing

the commercial team on customers rather

than on understanding internal reports

To focus finance organization onto

the analytics and cut unnecessary

investment on expensive IT tools

Right-sizes finance organization and saves

IT costs

FPA

6

Workflow in 3 steps

Diagnosis - Understand the requirements and assess databases

- Prove the customer’s ROI

- Evaluate the solution building blocks

Quotation Preparation of an offer:

- Engineering specifications

- Data model tests

- Alternative data distributions tools

Execution - Deploy the solution

- Manage the solution for customer’s targeted audience

- Maintain the solution (sustainability), documentation, evolution

FPA

7

Customer’s ROI

Ease management of execution and alignment with strategy

KPIs alignment

Lead-time for analytics delivery

Expenses reductions:

IT software licenses and portage

Value for money: use your analysts for value-add tasks, not data crunching!

Labor efficiency: avoid full analyst jobs for partial use

Risk management:

Not people dependent

Back-up, Training, Standard Operating Procedures (SOP’s) description which can be re-internalized at any point in time

FPA

8

Questionnaire

1. How is my business (customers and products) doing now as compared with last

year, three years ago, forecast and the budget?

2. Who are my best sales people in terms of quota achievement?

3. What is the size of my pipeline and how it compares with previous periods?

4. What is the current proportion of ongoing/new business and how it compares with

previous periods?

5. Is my market share improving?

6. Are my consultants being well utilized?

7. Is my AR over 60 days being reduced?

8. Which are my most profitable products and what make them profitable?

9. How long does it take to prepare my main reports? How accurate are they?

10. How many people are involved in the preparation of these reports?

11. Who is getting these reports and how often they are issued?

12. How easy is to integrate manual adjustments in these reports?

13. Can I generate ad-hoc reports and create “what-if” scenarios on-the-fly?

FPA

9

Customer Feedback (1) FPA

10

Customer Feedback (2) FPA

11

Value for Money FPA

12

FPA

13

THANK YOU !

Contacts: https://ch.linkedin.com/in/felipepereiraportugal

Mobile: +351 919 265 195

Skype: fpereiragain