Realistically, it takes 6-12 months to upgrade an accounting & finance system at a $10m-$50m company. Month 1-3 is usually accounting cleanup. Sometimes a full overhaul, sometimes just some tweaks. As early as possible, setting up a cash forecast helps suss out short-term liquidity issues, and gives a lot of insight into how the business works. Concurrently, a rolling forecast can help put the 100 etherial strategies in a founder's mind into financial format, and at least start to get them thinking about what is possible, when, and how. These initial forecasts are very much alive and evolving. But it's enough to establish some kind of expectation from which we can learn and iterate. Then there's a process of systems uplift, focusing on the low-hanging fruit like expense management, AR/AP, credit cards, payroll, compliance, and other time-sucking systems still stuck in 1985. This part takes the longest, especially where integrations are required to sync data from disparate systems into accounting software (which we hope can be done). Once the accounting lift is done, things get so much easier. And by that time, you've learned all about the many strategic desires, company political nuances, and are intimately familiar with financial closet skeletons. You emerge knowing what's important to who, and have the systems to track it. Now you can build some pretty dashboards, and turn the forecast into an operating FP&A tool. You'll probably start doing departmental reporting now, which is the first time that many people are seeing what they are spending. Throughout all this, cash flow is becoming more visible, and you get a better handle on where it's going and how to make it better. You're building the data rooms to prepare for debt & equity, and have a good sense of the direction. You may even be closing on a new revolver to improve liquidity. You now have a good understanding of contracts, insurances, legal and tax exposure, and understand the business risks. And have a path to mitigate them. Whew, that was a lot of work. Now you can really get strategic.
Excellent breakdown of the accounting & finance system upgrade process. It's clear that this is a significant undertaking, but the long-term benefits are invaluable. I particularly appreciate your emphasis on the importance of cash flow forecasting and the strategic value that comes from having a robust financial system in place. 👍🏻
I like the way you’ve laid this out!! I see this playing out daily and love getting to the end where the “juice was worth the squeeze”! 🍊
Well explained and sequenced.
But we want the shiny dashboards now, Duke Heninger, CPA 😆
This is why upgrading an accounting and finance system takes such a long time. Thanks for sharing this very insightful breakdown, Duke.
This is absolutely spot on! I would add that it’s not just a system clean up and process improvement, but also a change management process and retraining process of the finance staff.
That's a comprehensive game plan, Duke! It's amazing how transforming finance systems can uncover so many insights and streamline operations.
Nice job crisply articulating an approach for running an effective finance and accounting (“F&A”) transformation process. I think one of the most important critical success factors in smaller companies ($10m-$50m) is ensuring there are qualified F&A FTE’s to support such a transformation. My experience with hiring fractional resources for critical F&A roles (controllership.FP&A, AP and billing) during such a transformation has been mixed due to institutional knowledge gaps and difficult to channel communication especially within multi-country locations in different time zones. Another critical success factor equally important is explaining the F&A transformation roadmap to investors and non-finance leaders who are vested stakeholders holders but may lack the experience of going through such a transformation. Establishing the appropriate leadership engagement model along with a consistent communication cadence throughout the project lifecycle is key to ensuring success.
This timeline is ambitious. While thorough, it may underestimate challenges like staff resistance and data inconsistencies. Consider emphasizing change management and data integrity early on. Also, involving department heads in forecasting could accelerate buy-in and improve accuracy.
Money-Man, Musician, Maker - Founder at EBCFO LLC - Partnering with fractional CFOs to generate accounting and operational data that is accurate, timely, and relevant
1moI appreciate your holistic approach to upgrades - it's not actually the systems, it's how the data coming out of them will ultimately be used. We usually say the technology conversions can be done in 3-6 months (less if you're vertically focused and have templates in use), but you're 100% right that the heavier lift is getting everyone actually using the accounting as a management tool (which is, in fact, the highest and best use of accounting data - not compliance)