Rapid growth outpacing the startup’s operational processes
A German SaaS startup, founded in 2016, experienced rapid growth due to the COVID-19 pandemic: +100% new contracts per year and +250 employees worldwide. Despite international investors and new C-level management, a structured handover in the finance department was lacking.
An Interim Manager delivers impact through taking on a Dual Role
The interim CFO took on a complex task at short notice. A combination of factors including an unprepared ERP implementation, eight inexperienced junior finance managers, and a lack of handover processes required quick solutions. The focus was placed on stabilizing the finance department and integrating the ERP system into all business processes.
Delineating Priorities for Stable Processes
The company was stabilized through three measures: accurate mapping of new contracts to the ERP system and integration of a payment service provider, clearing of overdue payments, and establishing the ERP system as a central tool for all business units.
Rebuilding Processes and Empowering the Team
Through hands-on experience and close collaboration with the team, the ERP processes were stabilized. Subsequently, management recognized the importance of ERP integration for sales, marketing, and operations.
