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1
3 years IPO project
5
offices in the world
1
very tight team of contributors to draw up a roadmap in 2 months
Background
A French cryptocurrency player with an international dimension, experienced very strong growth since its creation: after several rounds of financing, the Group must logically prepare for a future IPO and the various requirements of the exercise in terms of quality and acceleration of financial information.
Challenge
To achieve this performance objective in the medium term, the challenge is threefold: to define a target organisation that will enable efficiency gains to be made, to identify the various transformation projects (model, processes, tools), and to draw up a 24-month roadmap to enable the project to be managed and performance to be gradually improved.
Approach
To ensure the support of the main functions concerned, the approach was built on a cycle of thematic workshops: • Ambition, and strengths and weaknesses of the existing system in relation to the challenges • Target scope of the Finance function (tasks, teams, interactions) • Prioritisation of projects for the two key accounting and management control functions: organisation, processes, steering, IT architecture, reference systems, data quality, etc • Scenarios for linking the Finance IS projects (ERP and EPM) • Structure of the overall roadmap for the next two years • Estimation of associated project costs
Key results
Benefits
With a coherent and well-structured roadmap, the Finance Department now has a two-year view of the transformation projects, the logic behind the coordination of ERP and EPM projects, and the associated costs. On this basis, it is then possible to plan the projects, anticipate the resources and quickly launch consultations with stakeholders/integrators.
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