Because the bridge between IT and the business is missing. IT is tied up in daily operations, the business side cannot state clear requirements, and the data sits in separate silos. Tools get bought before anyone defines the steering logic behind them. The result has no connection to the business.
AI works in the finance function only when finance and IT speak the same language. The technology is rarely the problem. What is missing is the bridge to the business and a clear decision on which steering questions the AI should answer.
We start with the problem. The tool comes later. In the diagnosis we see where money gets stuck and where IT and the business talk past each other. Only then do we decide which initiatives are worth it and in what order.
The entry point is a fixed-price first-phase package with a money-back guarantee. If, after the first phase, you see no clear diagnosis and no usable roadmap, you do not pay. The risk of the first step sits with me.
The roadmap sets priorities. It says which initiatives come first and what gets deliberately stopped. A full rebuild is rarely the right first step.
Mid-market and family-owned businesses in the DACH region. Often in mechanical engineering, precision manufacturing, automotive supply, and technical distribution. The contacts are the CFO, the head of finance, or the owner.
You get one person with depth in both finance and technology, sitting in the room with you. I lead the strategy and oversee delivery, and I bring in specialists by project. Large firms often send juniors. This keeps costs clear and responsibility in one place.
In four steps: diagnosis, target state, roadmap, delivery to impact. The first three form the first-phase package, with a quantified roadmap as the outcome. The delivery phase follows on request.
That is exactly what the delivery phase addresses. I keep IT and the business aligned until the plan turns into measurable benefit. The roadmap is built so your team can carry it.
Yes. In family businesses the owner is often the decision-maker. With the owner I talk about the company, about competitiveness and the value passed to the next generation. The inner workings of departments matter less to them.