All case studiesProduction system
One reporting layer across more than twenty portfolio companies.
A private equity group consolidated more than twenty portfolio companies by hand each month, each on its own ERP. One reporting layer with anomaly detection now produces board-ready reports in minutes and surfaces cash-flow risks three weeks earlier.
- Client
- A private equity group
- Sector
- Private equity, portfolio operations
- Engagement
- Production system
- Measured result
- 20+companies consolidated
Open the workspaceSample data. No live systems connected.
RPT-021Northline Components, March closeSample data
- Cash in bank export BANK-A, 31 March
- €148,000
- Cash in company report REPORT-A
- €182,000
- Difference
- €34,000
20+companies consolidated
Growth goal
Report on a growing portfolio from one consistent set of numbers.
Operating constraint
Every company ran a different ERP and format, and monthly consolidation was slow and entirely manual.
Measured result
Board-ready reports in minutes, and cash-flow risks caught three weeks earlier.
Summary
- Challenge
- The central finance team mapped ledger exports into a consolidation workbook each month. Cash problems became visible after month-end.
- What SIEL built
- Automated pipelines load each company's ledger into one central warehouse, where account mapping and consolidation rules run as versioned code. An anomaly model checks every figure.
- Controls
- Anomalies are flagged to a person and corrected at source, never in the warehouse. Every consolidated figure traces back to its ledger line.
- Impact
- A new company is one more pipeline and mapping, not another workbook tab.
The full account
01A portfolio growing faster than its close
Each of the group's companies had its own ERP, chart of accounts and reporting habits. Every month the central finance team chased exports, translated account codes and rebuilt a workbook that only a few people fully understood. Each acquisition added another mapping tab. Cash positions were seen after month-end, so a liquidity problem could reach the board pack before anyone had time to act.
02Pipelines, a warehouse and rules in code
We left each company on its ERP. Scheduled pipelines extract ledgers, balances and cash positions into one central warehouse. Account mapping to the group chart, currency conversion and consolidation rules moved out of the workbook into versioned code. An anomaly detection model checks each figure against the company's history and against comparable companies. It flags; it never corrects. The person responsible confirms the figure or has it fixed in the source ledger.
03What the group has now
Board-ready reports that were assembled by hand are produced in minutes. Cash-flow risks surface three weeks earlier, which gives portfolio CFOs time to act. The monthly close is a review of numbers rather than an exercise in assembling them, and a question from a partner or lender is answered by tracing a figure to its ledger line.
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