Implementation examples

What it looks like
when it is done well.

Six typical briefs companies bring us. For each one: the starting position, the data sources, the first module, and what actually changed.

Note
These are model scenarios, not named customers.

They exist so you can see the typical scope, sequence and outcome. We do not list company names or invented testimonials — real references we are happy to provide at a meeting, with their consent.

01
Manufacturer, 250 employees

The director waited three weeks after month end for the numbers

Starting position

Controlling assembled the monthly report by hand from SAP exports and bank statements. By the time it was ready, the decisions had been made without it.

Data sources

  • SAP FI/CO through the official interface
  • Corporate accounts through a banking API
  • Budgets from existing spreadsheets

First module

A management cockpit in read-only mode — revenue, cost, performance against plan and the cash position on one screen.

What changed

Leadership can see where things stand at any point in the month. Controlling stopped assembling the report and started explaining the variances.

Piloted at one plant, then extended to the rest

02
Distribution, 40 employees

Orders in the shop, invoices in accounting, overview nowhere

Starting position

Sales tracked the e-shop, the bookkeeper tracked OMEGA. Nobody could say which customer was profitable and which was merely large.

Data sources

  • KROS OMEGA accounting through a managed export
  • Orders from the e-shop
  • Payments from the bank

First module

A customer view — turnover, margin, average time to pay and outstanding receivables on a single line.

What changed

The sales team stopped pushing volume and started watching margin. Overdue receivables are visible immediately rather than at quarter end.

First view within a month of the brief

03
Construction and installation, 120 employees

A job was only evaluated once it was finished

Starting position

Job costs were split between accounting, vehicle tracking and paper timesheets from site. Nobody could see profitability while the work was running.

Data sources

  • POHODA accounting through its communication server
  • Vehicle tracking
  • Timesheets submitted from mobile

First module

A job overview — planned versus actual cost, with the share taken by transport and materials.

What changed

A loss-making job is visible while it runs, not after handover. The site manager files a timesheet from a phone in seconds.

Piloted on three jobs

04
Services, 300 employees

Team capacity was planned by guesswork

Starting position

Managers did not know how many people they would genuinely have next month. Holidays lived in the payroll system, projects in a different tool.

Data sources

  • Payroll and HR system through an agreed export
  • Project plan
  • Attendance system

First module

A capacity view for managers — available people, planned absences and utilisation for the coming weeks.

What changed

Planning rests on data instead of estimates. Individual records never leave HR — the manager sees totals for their own team only.

Rolled out department by department

05
VAT payer ahead of 2027

Preparing for mandatory electronic invoicing

Starting position

The company knew about the obligation starting in January 2027, but not what it meant for its systems or whether its software vendor would be ready in time.

Data sources

  • The company’s invoicing system
  • Structured invoices in the European format

First module

An overview of incoming and outgoing invoices built from structured data — regardless of what software the other party uses.

What changed

The obligation turned into an opportunity: the same data the company has to send to the state also serves its own view of what it owes.

We recommend starting in 2026, during voluntary testing

06
A group of five companies

Five companies, four accounting systems, one owner

Starting position

A consolidated view was produced once a year in a spreadsheet. Comparing the performance of individual companies during the year was effectively impossible.

Data sources

  • Four different accounting systems
  • Bank accounts of every company
  • A shared cost centre code list

First module

A comparison view across companies — same indicators, same method, refreshed daily.

What changed

The owner sees the group as a whole and company by company. Each company kept its own accounting package.

One company at a time

The common thread

It always begins
with one view.

Not one of these projects started as a company-wide rollout. In every case a single process was chosen, its value proven, and only then was more added. It is the cheapest way to find out whether the approach fits your organisation.

01

A measurable brief

We say in advance which decision the view should improve and how we will check it after go-live.

02

No change to the source

The first phase only ever reads. Your systems and processes stay untouched.

03

Growth by priority

We add the next module only once the previous one is genuinely being used.

Continue

Integrations overview →How we work →Mandatory e-invoicing from 2027 →

Start with one process

Tell us which numbers
take you longest to find.

In the first consultation we go through your systems, establish what can actually be read from them, and propose the one view that saves you the most work.

Book a consultation →