Accounting consulting

It is systematically the financial departments which are our interlocutors as well in the ETI as in the large corporates.

Sometimes, but more rarely, in some mid-sized companies, CIOs are our main contacts in terms of choosing and managing the implementation of an ERP.

The missions carried out by Akeance Consulting are essentially of two types.

A first category of missions relates to the organization of the accounting function. On the one hand, this involves optimizing processes. For instance, reducing the time it takes to produce monthly or quarterly accounts is a major issue during the review of processes. On the other hand, this can concern activities such as the invoicing process or the payment validation circuit.

The second category of missions relates to accounting tools. The choice of a new accounting tool and the management of its implementation are among the most common missions of Akeance Consulting. A dedicated approach allows us to secure the preparation of the migration and to minimize errors and malfunctions after a release. In a similar way, Akeance Consulting straightens out projects of tool implementation.

There are several reasons for this. Firstly, the client underestimates the framing and specifications phases, wishing to be satisfied with a general view when going into detail during the preparation is a strong key to success. Secondly, the validation of organizational or accounting plans, management rules and other operating choices is not always taken seriously enough: it is often a comforting "yes" on which we come back to regularly.
Still, the preparation phases often go from "ratchet to ratchet". Time for tests and approvals is often a subject of pressure from managers who want it to be reduced, on the pretext that the release date is irremovable. However, it is the time taken for tests which is the last bastion for securing the project.

This is an observation from Akeance Consulting's missions. The impact is troublesome, in particular for the outputs that constitute the various reports and dashboards for all or part of the ERP.

This is not just a misuse of language: regularly, "fast close" is experienced as an anticipation of the output of accounts; we start earlier so we finish earlier! In reality, it is a profound and detailed improvement in the processes of securing and producing accounts that allows a real reduction in the output of accounts: we start at the end of the month and we produce the accounts at the beginning of the month!