The core of our work is the business data model: one model where your source systems come together and where the meaning of the numbers is settled, with the reporting on top. After that we manage it together with you, so you can keep trusting the numbers.
Finance already needs data from almost every other department. Closing a period brings in sales, purchasing, operations, hours and stock. That overview is rare in most companies.
Finance is also where the definitions come together. What counts as revenue, what a customer is, what margin means, when an order is finished. Other departments rightly have a say in that, but financial reporting is where it has to be settled once. And those definitions are the real product of a data model.
So we start at the financial layer. Once the ledger, the entities and the periods are right, adding an operational domain is a small step. Start at operations instead and you are building on numbers that are not settled yet; that layer has to go in underneath later anyway.
Three phases. After each one there is something that works on its own. Lead time depends on the number of source systems and the state they are in. From your side it is mostly conversations: arranging access, thinking through the definitions with us and reviewing each delivery. We do the building. In the first week we set down who decides on what, so the work keeps moving.
01
We talk to the people who use the numbers and look inside the source systems. You get an action plan with a fixed figure in it.
Lead time: one week.
02
The data model, the data warehouse and the first reporting, delivered in pieces you can use straight away.
Lead time: three to six weeks with two source systems, longer as the count goes up.
03
Handover and use. Your team works with it and we stay reachable for support as long as you want it.
Lead time: ongoing, for as long as you leave the support with us.
We are at our best in mid-sized companies where the numbers sit across several systems. A business data model fits you as soon as several stakeholders each need their own insights from those numbers. That is exactly where interpretations diverge and reporting needs differ. One model with settled definitions then brings immediate calm.
There is one situation where a business data model is not the right choice: all your numbers come out of the same system and the same set of books and you expect it to stay that way. The complexity is low, there are no stakeholders each needing their own insights and the chance of different interpretations of the numbers is small: what you want to know comes straight out of that one system. Then a standard reporting package on your accounting software is enough and we will say so in the first call.
If you expect to grow, a business data model is the right starting point even now, precisely because it grows with you: the second system simply connects to it later. In the first conversation we work out together which of the two applies to you.
Tell us briefly which systems are running and where it goes wrong. You will hear whether the scan gets you anything and when we could start.
We bring the numbers from all your systems together in one data model. Your reporting adds up and everyone works from the same figures.
