Finance as a Service
for B2B companies
Increase the financial performance of your B2B company with our specialized financial services.
Whether you want to improve cash flows, reduce costs, or finance growth, we offer the financial expertise and support you need to be successful in the complex B2B landscape.
Over 200 projects successfully delivered.
Quantifiable successes for
CFO as a Service
Draw on our financial expertise and see how precise analysis and tailored solutions help your B2B company achieve demonstrable success.
Our experts work closely with you to optimize your financial processes and secure sustainable results.
Situations for Finance as a Service
Our Know How
Across more than 200 projects we have come to know the common finance tools in practice – from bookkeeping and controlling through to reporting.
Up to 80% of your consulting costs as a grant – we handle the application
Depending on where your business is based, the grant is 80 percent (up to €2,800) or 50 percent (up to €1,750) of the eligible consulting costs. It is calculated on the assessment basis of at most €3,500, not on the total project cost. We check which rate applies to your location in advance – and we take care of the application.
- We check whether you are eligible
- We take care of your application
Here is an example
Where is it hurting in finance right now?
Our Partners & Collaborations
Carefully selected to create synergies that provide real added value to our customers. We work hand in hand with leading experts and organizations to ensure innovative solutions and exceptional service.
CFO as a Service process
Initial consultation and needs assessment
The process starts with an initial consultation, in which we understand and analyze the specific needs and goals of your company. Based on this information, we develop an individual financial service plan that is tailored exactly to the requirements and challenges of your company.
Implementation of financial systems and processes
After defining the scope of services, we implement the necessary financial systems and processes. This includes implementing accounting software, setting up accounting frameworks, and integrating financial management tools specifically designed to help young companies grow.
Ongoing support and optimization
We offer continuous support and regular financial reviews to ensure the financial health of your business. Through ongoing advice and adaptive financial strategies, we help you to respond effectively to changes in the market and in your company development and always make optimal financial decisions.
What is different about finance in a B2B company
Payment terms determine liquidity
In B2B, 30 to 90 days often pass between delivery and payment. Outstanding receivables are therefore frequently the largest item in current assets. Working receivables management with clear dunning stages, credit checks on new customers and a weekly view of overdue items is not an administrative topic, it is the single most effective liquidity measure there is.
Framework agreements and revenue cut-off
Multi-year contracts, milestone payments and project business call for a cut-off that follows the progress of delivery, not the invoice date. Without it, the reported result fluctuates with the invoicing run rather than with the business. For work in progress, valuation in the annual accounts is added on top.
Few customers, large impact
With a concentrated customer portfolio, losing a single account changes the plan considerably. What helps is a revenue concentration analysis, a scenario for the loss of the largest customers, and a pipeline valuation that applies realistic win probabilities instead of carrying wishful figures forward.
Typical starting points in B2B
Receivables grow along with revenue
Every additional euro of revenue first ties up liquidity. Without active receivables management, the company finances its own growth out of its substance.
Projects are viewed by invoice date
As a result, result and delivery fall into different months. A view based on progress of delivery shows earlier whether a project is running off track.
The plan rests on the sales pipeline
If win probabilities are not calibrated against history, the resulting plan is systematically too optimistic. A look back at actual win rates over recent quarters corrects that within a day.