01
Where does the reporting cycle break down?
Trace the process from source transactions through reconciliation, consolidation and reporting to identify delays, repeated work and unclear ownership.
Finance and performance
Record-to-Report
Make the path from transaction records to management reporting more controlled, consistent and easier to operate.
Record-to-report is rarely slowed by one isolated task. The friction usually sits across handoffs, master data, reconciliations, local reporting practices, approval flows and the systems that connect them.
We support finance teams map the end-to-end process, identify where control and information break down, redesign the workflow and establish a governed reporting foundation that can support automation and faster decision-making.
NoèmeX perspectiveMake the system intelligible first: reveal the structure, constraints and variables that determine where change can produce the intended outcome.
Related leadership priorities
Finance priorities connect performance, control and enterprise execution.
Use these pathways to see how the same finance capability supports executive decisions about performance, operations, technology and value.
Questions we address
The finance decisions that shape the work
We frame the engagement around the process, control and information questions finance leaders need to resolve before selecting a solution.
02
Which reconciliations are structural rather than exceptional?
Separate recurring data and master-data problems from genuine exceptions so finance teams can address root causes instead of repeating manual fixes.
03
How should local and group reporting align?
Define common structures, mappings and governance while preserving the level of local detail required for operational management.
04
What can be standardized and automated?
Identify stable process steps, control rules and data transformations that can be automated without weakening oversight.
What we deliver
From finance diagnosis to a governed operating solution
The exact scope depends on the organization, but the work typically produces a combination of these outputs.
01
End-to-end R2R process map
A clear view of process stages, owners, systems, data handoffs, approvals and control points.
02
Close and reporting bottleneck analysis
Identification of the activities, dependencies and data issues creating delay or repeated finance effort.
03
Reconciliation and exception framework
Rules for distinguishing routine reconciliation, true exceptions, ownership and escalation.
04
Reporting and consolidation design
A standardized structure for group and local reporting, drill-down needs and management visibility.
05
Finance master-data alignment
Mappings and governance for the reference data that drives consolidation and consistent reporting.
06
R2R automation roadmap
Prioritized automation opportunities across data movement, validation, consolidation, reporting and approvals.
Selected work
Evidence from a real finance and operating environment
This example is drawn from the documented Global Data & BI case-study portfolio and illustrates the kind of process, data and reporting conditions behind the service.
Record-to-report8Months of iterative collaboration to deliver the integrated solution
Improving the path from fragmented finance files to consolidated reporting
The client’s reporting cycle depended on more than fifty P&L files, local master data that did not align with group standards and significant manual reconciliation. The work established a unified data structure, a governed reporting application, hierarchical views for executives and operational teams and a more reliable basis for financial closing.
Read the case studyRelated finance services
Continue into the adjacent finance capability.
These services often intersect in the same finance transformation program, but each has a distinct purpose and page.
How we work
Use the engagement model that fits the finance problem.
Finance work can begin as focused advisory and continue into project delivery, embedded support or an ongoing managed model.
Advisory
Focused executive and specialist support for assessments, design decisions and finance transformation direction.
Read more →Project delivery
Structured delivery when the finance design needs to move into implementation, integration, rollout and adoption.
Read more →Embedded teams
Specialists operating alongside finance and technology teams when continuity and critical-period support matter.
Read more →Your Contact Persons
Connect directly with the people responsible for this work. Explore their experience and contact options.
Zahra Fathisalout
Founder · Eng., CSP, CMLAI
Corporate governance · ASC-C.Dir. candidate
Works across strategy, enterprise transformation, data, AI and governance, bringing operational engineering experience to complex transformation decisions.
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Brendan Young
B.Com, Director of Operations
Connects transformation design with operating discipline, drawing on logistics, fulfillment and high-throughput operational leadership.
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Record-to-Report
Start with the finance process or decision that is creating friction.
Share the reporting, planning, control or operating challenge, the teams involved and the systems currently in use. Our teams can determine where process, data, governance, analytics or automation work should begin.