The CFO left the company on short notice without ensuring a complete handover of processes and tool access. The high level of integration between backend and financial processes—such as revenue recognition, financial modeling, and investor reporting—was not fully transparent. Key financial processes were set up and executed exclusively by the CFO without any backup plan or representation by other employees. The CEO found the figures and assumptions in the financial models unclear.

Adapting and streamlining processes and integration related to monthly closing, investor reporting, and business modeling; distributing key processes among multiple individuals (Head of Product, Accountant, etc.); adapting the business plan to ensure that key assumptions are clearly understandable and easily adjustable; developing clear and concise investor reports that incorporate the business plan

Through automation and integration between investor reporting, the business plan, and backend systems, reports can be generated within a single day. The processes have been distributed among several people to reduce the risk associated with staff absences. The CEO can now independently perform scenario analyses within the business model.