Giulio Maresca

A leading software  and software services provider was moving from traditional software revenue recognition based on licensing to new ways of recognizing revenue based on usage, cloud services and so forth.  Furthermore, the company has online ads revenue from its search engine.  Therefore the client requested to assess and map all revenue systems currently in use in the division and propose a plan to reduce and rationalize the number of revenue systems.

Business Results

• Proposed a common data model for revenue recognition – Corporate assumes responsibility versus divisions
• Proposed to streamline number of revenue recognition applications (Consolidate and manage by trigger)

The client, a global computer product and solutions provider, wanted to start new finance strategy program to identify efficiency and effectiveness improvement opportunities for three main corporate finance processes:

• Management and Performance Reporting
• ­Closing the Books
• Enterprise Planning, Budgeting and Forecasting

My team created the overall program proposal and business case. The client’s finance department cost indicators were benchmark with other best-in-class companies.  As a result of our project, the company built new processes, systems and organizational capabilities around a common data architecture and application portfolio.