Service 06 / 07
Business Software & MIS Solutions
Financial and operational systems selected, implemented and reported on with the same discipline applied to the numbers they produce — because a system that cannot be relied on undermines every report built on top of it.
Overview
The quality of a decision depends on the quality of the system that produces the information.
Many businesses run on software chosen years ago, extended by spreadsheets and informal processes that have never been reviewed. The system works — until it does not, and by then the underlying data issues are expensive to trace and correct.
Our software and MIS practice sits at the intersection of finance and technology. We help businesses select the right system, structure the implementation around financial control requirements, and build reporting layers that management and boards can actually use to make decisions.
What We Cover
Five system and information workstreams.
Select a service to see scope, deliverable and how it applies to your business.
01 · Enterprise Resource Planning (ERP)
An ERP that reflects how the business actually operates, not just how the software does.
An ERP implementation changes how financial information flows through the business — across procurement, inventory, production, sales and treasury. Done without financial input, it can leave control gaps that are hard to close later.
We work alongside ERP implementations from the finance side: reviewing the chart of accounts design, the reporting structure, the approval workflows and the internal controls that the system needs to enforce, and supporting the post-implementation stabilisation period.
- Finance-side input into ERP selection and requirement definition
- Chart of accounts, reporting structure and cost centre design
- Approval workflows and internal control configuration review
- Data migration reconciliation and opening balance verification
- Post-implementation review and stabilisation support
02 · Customer Relationship Management (CRM)
A CRM that produces reliable revenue and receivables information.
A CRM is often treated as a sales tool. In financial terms, it is a record of committed revenue, billing milestones and receivables ageing — and it needs to reconcile with the books, not sit separately from them.
We support businesses in structuring CRM data so it integrates cleanly with financial reporting — defining revenue recognition triggers, billing workflows and receivables tracking that management can rely on for cash flow planning and collection follow-up.
- CRM data structure aligned to revenue and receivables reporting
- Billing milestones and revenue recognition triggers
- Integration review between CRM and accounting system
- Receivables ageing and collection follow-up framework
- Sales pipeline reporting for management and boards
03 · Supply Chain Management (SCM)
Supply chain visibility that translates into accurate inventory and cost reporting.
Supply chain records drive two of the most material numbers on a balance sheet: inventory and cost of goods sold. Where SCM data is fragmented — across suppliers, warehouses and transport — the financial figures derived from it become unreliable.
We work with businesses to align SCM processes with financial reporting: documenting inventory movement, reviewing valuation methods, reconciling physical and book positions, and structuring vendor and logistics reporting that supports working capital decisions.
- Inventory movement documentation and reconciliation
- Valuation method review — cost, NRV and consistency
- Vendor and logistics reporting framework
- Working capital analysis from supply chain data
- Controls over procurement, receipt and issue processes
04 · Management Information System (MIS)
MIS that management actually uses, not a report pack that is quietly ignored.
A well-designed MIS answers the questions management is asking — margin by product, cost by unit, working capital by cycle, variance against budget. A poorly designed one produces a thick report that nobody reads.
We support MIS design and review: defining the reporting metrics that matter, structuring the underlying data, and building the reporting calendar so that management receives timely, decision-useful information rather than raw data.
- Design and review of management reporting packs
- KPI definition — margin, cost, working capital, variance
- Budgeting and variance reporting framework
- Reporting calendar and timeliness discipline
- Data structuring for downstream analysis and automation
05 · Executive Information System (EIS)
A board-level view — concise, comparable and grounded in the underlying records.
An EIS condenses the business into a small set of views that a board or executive team can absorb quickly — financial position, operating performance, cash flow, risk indicators and strategic metrics. The challenge is not the dashboard; it is ensuring the numbers behind it are consistent with the books.
We support the design and review of executive reporting — defining what appears on the dashboard, how it reconciles to the financial statements, and how often it should be refreshed — so that the board-level view is credible and current.
- Board and executive dashboard design review
- Reconciliation between dashboard metrics and financial statements
- Risk and cash flow indicator definition
- Refresh frequency and data governance
- Review of executive reporting packs for consistency and clarity
Let's Discuss
Is your software producing information you can trust?
Share the system you are running, or the reporting gap you are facing — we will respond with a clear scope and professional fee.