S+H Consulting

Case Study

Interim Controller + Cleanup Project

Manufacturing

INDUSTRY

45

EMPLOYEES

$10M

ANNUAL REVENUE

Background

A standalone business unit of mid-size company required interim control and clean up on a non-core business unit. This business unit was incurring recurring losses due to lack of financial control and visibility to the parent.

S+H Consulting’s Project Status documents enabled an on-time delivery of project goals by outlining the timelines and status of tasks and objectives, keeping the client informed throughout the process.

Objective

  • Catchup 2-3 months of financial activity
  • Establish process to maintain timely, accurate close
  • Evaluate revenue and CoGS recognition processes
  • Implement process to reconcile inventory perpetual
  • Document processes and procedures for transition to new hire

Solution

  • Caught up financial reporting on past due periods
  • Developed reporting package in line with parent company’s process
  • Developed close calendar and process to meet 5 day reporting timeline
  • Developed revenue & margin analyses to ensure alignment of daily sales logs & monthly reporting
  • Developed process to align inventory transactions between perpetual and GL
  • Trained client team members to ensure continuity

SUCCESSFULLY CLEANED UP PAST DUE PERIODS, ASSUMED CONTROLLER DUTIES AND TRANSITIONED RESOURCES.

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Knowledge Hub

Implemented Inventory Planning

TSA Separation of Carve-Out Purchase

EBITDA Scrub + Addback Restatement

Annual Budget Implementation

$43.2M Working Capital Dispute

Value Enhancement Program Management

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