CBRE

Finance and Accounting Department ~ EMEA ~ 500+ employees

We saved EUR 80,000 annually thanks to accounting system integration.

Challenge:

Data scattered across three inconsistent accounting systems without integration, generating numerous errors and operational costs

Solution:

Unification of data processes through the implementation of a single automated accounting system.

EUR 80,000

savings per year

7,680

Fewer hours worked per year

Fewer FTEs involved in the process

Our approach

The client faced the challenge of managing accounting processes across three separate systems, which resulted in constant data discrepancies, manual corrections, and high maintenance costs. Initially, we conducted a detailed audit of the information flow, creating a process map and identifying points of duplication and errors.

We then designed a unified data architecture and recommended migration to a single, centrally based system.

Once the approach was approved, we migrated the data, developed a set of connectors to integrate existing systems, and automated reporting and billing processes. During implementation, we placed significant emphasis on data validation to avoid previous inconsistency issues. Thanks to process automation and centralization, savings reached several hundred thousand złoty annually.

Solution

01 Process and role mapping

At the beginning of the project, we created a detailed map of the financial and accounting processes, roles, and responsibilities. This provided clarity on who was actually doing the work, where information was being lost, where duplication occurred, and which areas were most in need of automation.

02 From relationship‑based to process‑driven

We transitioned from pseudo-processes based solely on information transfer via company messaging to clearly defined steps, SLAs, and decision-making rules. The company stopped relying on the memories of a dozen or so people and began operating on predictable, measurable processes that can be scaled and easily transferred to new employees.

03 Removing critical bottlenecks

Before touching the rest of the system, we calculated where the company was actually losing the most time. Based on this, we designed and implemented specific, prioritized automations that eliminated the most costly bottlenecks before the client decided to move forward with the next steps.

04 Ongoing support after launch

After launching the new integrated system, we stayed close to the finance team instead of leaving them on their own. For the first two months, we ran regular check‑ins and Q&A sessions, refined accounting policies, updated documentation, and handled ongoing requests. This hands‑on support ensured smooth adoption and helped the client move quickly from testing to stable production.

Results

No more firefighting

The accounting department began planning work in advance, instead of saving the situation at the last minute.

Audit readiness

Structured processes and measurable data flows facilitated cooperation with auditors.

Data‑driven management decisions

Management started making decisions based on reports from a single, consistent source of truth.

Faster month-end closing

Repetitive elements of accounting period closing and reporting have been automated.

Increased independence

The departure of a key employee no longer disrupted operations: with the process documented and automated, the team could continue work without paralysis or delays.

Less resistance to change

Thanks to the phased approach, even employees with 10+ years of experience saw the sense of the new system and started using it in practice.