Egov Select is the federal government’s IT recruitment agency, responsible for recruiting, selecting, and employing ICT professionals for more than 40 federal public services and institutions, ranging from Finance and Justice to Defence and the Belgian Centre for Cybersecurity.

When Egov Select’s Finance team was in need for temporary capacity, Ufinity delivered an Assistant Accountant. What started as a simple request soon evolved into a partnership that went far beyond a traditional interim assignment.

Egov Select came to us with a straightforward request: processing invoices, accounting entries, keeping day-to-day finance operations running smoothly. Nothing out of the ordinary.

But beneath the surface, we saw a familiar challenge. Certain processes were slower than they needed to be and key procedures were barely documented. The knowledge was there, but it was difficult to transfer. The kind of setup where one absence can become a problem, and a departure a risk nobody planned for.

It wasn’t flagged as urgent, but it’s the kind of underlying friction that many finance departments live with for many years because there is never enough time to address it structurally.

With the arrival of a new Finance Manager, Hilde, our collaboration evolved. Our consultant Belka was given the opportunity to look beyond the initial assignment and explore how processes could be improved. Because he was directly involved in the day-to-day operations, he quickly identified several bottlenecks and a number of quick wins. This led to a broader improvement trajectory that went well beyond the original scope.

• Existing procedures were mapped out and evaluated.
• Bottlenecks were identified and openly discussed.
• Several optimisation opportunities were analysed.
• Payments in EBB are now processed through an automated import file instead of being entered manually.
• Smart rules in the shared mailbox save the finance team valuable time every day.
• Multiple amounts within the same journal are now posted via an upload file, making the process faster and easier than manual entry.
• Invoice Excel sheets are now linked together through automated connections, eliminating the need for manual copy-paste work.
• Practical documentation and user guides were developed, including a tool for managing the mobility budget.

The focus was on practical improvements that could deliver immediate value: more efficient ways of working for the team and tangible time savings in daily operations.

Rather than simply stepping into the role, our consultant took the initiative to identify opportunities for improvement and help strengthen the Finance team.

We developed clear documentation to capture critical knowledge, making it less dependent on individuals and easier to transfer across the team. We also identified and implemented improvements with the long-term success of the Finance department in mind.

The result is a finance team with greater control over its own processes, supported by lasting documentation and practical insights that continue to add value long after our assignment has ended.

Capacity is rarely the (only) issue.

It is usually a signal that the team is reaching its limits with no room left to look at the underlying processes. Yet that is exactly what they need most. Simply adding capacity will only address symptoms, not the root cause.

This is how Ufinity brings finance departments to peak condition: not only by reinforcing teams, but by using that position to observe, contribute, and help build a department that performs better. Drawing on experience and best practices, because people and processes are not separate challenges.

Does your finance department need extra capacity, or is there something more going on beneath the surface?

With our Ufinity Finance Scan, we map out the key bottlenecks, risks and optimisation opportunities, before you need to hire someone.

Get in touch with us, and we’ll be happy to explain.

Jaguar Land Rover (JLR) is a luxury automotive brand with a long-standing heritage of performance and innovation. For more than seventy years, Land Rover has been synonymous with adventure and versatility, while Jaguar built its reputation on performance and refined design.

Behind every sold vehicle, lies complex reporting. Market data, vehicle registrations, dealer performance, etc.. Figures compiled quarterly, monthly, and sometimes even weekly to stay in control and gain valuable insights. When Jaguar Land Rover’s finance team was in need for temporary support, Ufinity provided a Business Intelligence (BI) expert instead.

Every month, 2 to 3 working days were consumed by reporting on chassis number registrations and deregistrations, with additional quarterly reports and, during peak periods, weekly reports.

All reports drew from the same source: monthly data released by Febiac. That data was retrieved, merged with internal sales figures, transformed, and corrected before feeding into 10+ distinct reports covering car parc, market penetration, dealer registrations, and more.

The complexity wasn’t technical. It was structural: the same person, doing the same manual work, the same way, for years.

The initial request was simple: take over the reporting temporarily, so that knowledge would not be lost when the current operator retires.

Our consultant Stijn looked beyond that assignment. Because what the client truly needed wasn’t a replacement within the existing process, but long-term continuity. So we proposed automating the entire process instead.

Stijn built the entire workflow in Microsoft Power BI: from automatically retrieving files from Febiac, through the transformations and corrections, to merging them with data from other internal systems, and ultimately the automatic generation of all reports.

The result:

What previously required two to three days of manual work per month is now an automated process that completes a full refresh in minutes.

This means JLR now has:

• Two to three days of manual work reduced to a few minutes
• Multiple data sources consolidated into a single system
• The ability to perform more detailed analysis
• Historical data that remains available and accessible through filters
• Full continuity, regardless of who runs the process

This automation has created more space for actual analysis, instead of pure manual data crunching and report formatting.

Nobody asked for automation, but it was too obvious to ignore. Not because it was easier, but because it would deliver more value to JLR in the long run. Because whoever takes over a manual process also inherits its vulnerability.

At Ufinity, people and processes are not separate tracks. That’s why we often deliver a structural solution for the price of an operational request.

Do you also have a recurring, work-intensive reporting process that depends on one person, or a single Excel file? Instead of asking yourself, “Who will take over?”, you better ask “Should this still be done manually?”

With our Ufinity Finance Scan, we identify all risks and automation opportunities within your finance and reporting processes in just half a day, before a retirement or departure forces you into rushed decisions.

Get in touch, we’d be happy to walk you through it.

Macadam specializes in end-of-lease vehicle inspections and provides digital solutions for efficient fleet management to leasing companies and automotive manufacturers. With more than 700 employees operating across 24 countries, the company has evolved into a leading player and market leader in Europe.

Following a recent acquisition and expansion from 4 to 24 countries, there was a need for a scalable, unified, and controllable way to define, process, and manage revenue across all countries. To support this continued growth, Macadam wanted a better understanding of potential risks and how the Order-to-Cash process could be designed to be more efficient and scalable.

As in many organizations, billing processes had gradually evolved locally within each country. Although an ERP system was in place, it was solely used as a booking engine. The commercial logic (price calculations, service classification, invoice construction, etc.) was spread across Excel files and macros, without central oversight or ownership. There was no unified service catalog, no shared pricing, and no single source of commercial truth. Critical knowledge was not embedded in systems, but in the minds of key individuals.

What started as an ‘operational inconvenience’ grew into a strategic risk: scaling challenges became harder to address, the risk of revenue leakage and inconsistent billing increased, audits required disproportionate effort, reliance on key individuals grew, and international expansion became increasingly complex.

Macadam was not facing a system or tooling issue, but an architectural challenge. The core question was not which system should replace Excel, but what a healthy and scalable Order-to-Cash process should look like for a pan-European B2B service provider.

In addition, it was essential to evolve toward a centralized commercial data foundation: a “single source of truth” as the basis for further digitalization and automation.

Over a twelve-week period, our expert Thomas analyzed the entire billing landscape across five European countries.

We conducted in-depth interviews with local finance teams. We dove into Excel macros that were no longer understood, not even by its creators. We reconstructed the full logic behind pricing, billing, and revenue processing. We traced each operational event from start to finish and verified reconciliations. The focus was not so much on individual transactions, but on the underlying process architecture.

The result:

• a complete AS-IS diagnosis of the current O2C process
• an integrated architecture map of processes, systems, data, and responsibilities
• a modular TO-BE design built around seven process modules
• a central model for master data and commercial configuration
• a phased implementation roadmap with Belgium as pilot and Germany as parallel track
• a business case with clear KPIs and management reporting

Although the assignment formally ended with the delivery of a roadmap and business case, Ufinity went the extra mile. We ensured that Macadam not only gained a clear view of the ideal future state, but was also ready to execute the transformation.

• We defined concrete quick wins that can be implemented immediately
• We designed a governance model that can be rolled out in parallel
• We prepared a handover dossier enabling the internal teams and data engineer to independently execute the plan

In addition, the Steering Committee received a decision-ready package: not with theoretical recommendations, but with clear architectural choices, insight into operational risks, and a concrete, executable transformation plan, ready for phased implementation with internal ownership.

As companies expand internationally, local exceptions, temporary solutions, and knowledge that is not properly documented tend to emerge. What initially seems pragmatic, gradually evolves into a fragile ecosystem that becomes difficult to scale.

The key lesson?

Look beyond tooling alone: sustainable growth does not start with technology, but with a strong process architecture. Only when processes, data and responsibilities are clearly structured can technology fully unlock its potential.

This is how Ufinity helps finance departments reach peak performance: with processes that are not only more efficient, but also scalable, controllable and ready for further growth, digitalization and automation.

Is your finance department also struggling with fragmented processes, manual workarounds, or a lack of scalability? With the Ufinity Finance Scan, we map out your key risks, opportunities, and areas for optimization.

Get in touch, we’d be happy to walk you through it.

Innovad is an international producer of natural, research-driven additives for animal health and nutrition. Operating in over 70 countries with around 200 employees, Innovad combines global reach with a focus on high-quality, science-based solutions.

With a highly decentralized sales structure, Innovad manages a complex portfolio of products and customers. Its international operations involve diverse local processes, multiple currencies, and significant variation in product names and master data.

Until recently, the budgeting process was entirely Excel-based, making it susceptible to errors and extremely time-consuming:

• Over 20 separate Excel files circulated globally
• Payroll data and sales budgets were maintained in stand-alone files
• Product names varied by country or region, with no central structure
• Budgeting was done only once a year because the process took almost three months, leaving little room for forecasting
• The finance team spent weeks collecting, validating, and consolidating data
• Communication relied on emails and ad-hoc calls, with no centralized overview

Innovad recognized that this approach was unsustainable but struggled to find a tool that offered both the flexibility of Excel and the granularity needed to plan at product, customer, country, and packaging levels. Until Ufinity introduced Farseer.

During an initial demo, Farseer, together with our consultant Stijn, built a model in just three days that covered 80% of Innovad’s requirements. This quickly built confidence to proceed with full implementation.

The benefits for Innovad:

• A flexible, tailor-made data model scalable for future needs
• Import, visualize, and update actuals in seconds
• Globally centralized sales data: no more Excel files, emails, or copy-paste workflows
• Role-based access control, ensuring employees can only view or edit their own data
• A unified master data structure with standardized local product names
• Multi-currency support with automatic recalculation
• Familiar “Excel logic” without the associated risks: formulas cannot be overwritten, and outdated versions are eliminated
• Budgeting by month, quarter, or year, with full drill-down P&L visibility
• Reliable, group-wide reporting

As Farseer’s trusted implementation partner, Ufinity led the deployment. Our consultant Stijn coordinated the entire process. Due to internal delays, Innovad had a tight timeline, making speed critical. The project was intensive but highly efficient.

After three days of on-site workshops to define scope, logic, processes and reporting requirements, a ten-week implementation followed, structured in sprints. The data model was built and refined step by step. Stijn assisted in cleaning and aligning master data and served as a bridge between business, IT, finance, and Farseer. Implementation concluded with a week of training, enabling Innovad to independently manage the platform with customized manuals.

The first budgeting round with Farseer has been completed, with positive feedback:

• Budgeting reduced from nearly three months to a fraction of that time
• Master data is fully streamlined and standardized
• Finance no longer spends time on manual consolidation
• Sales can view historical data, budgets, and forecasts in a single platform
• Management has immediate insight into margins, volumes, geographic distribution and trends
• Innovad can now run multiple forecasts per year thanks to a centralized setup

Planned expansions include HR planning (including complex local payroll structures), CAPEX planning, marketing projects, and additional P&L components.

Farseer’s implementation at Innovad demonstrates how an international organization with complex budgeting needs can gain control over its planning and reporting processes. The strong collaboration between Farseer, Ufinity and Innovad’s finance team transformed a fragmented Excel-ecosystem into a modern, efficient, and scalable FP&A platform.

Today, Innovad benefits from faster processes, greater flexibility, higher data quality, and a tool that grows with the company’s future plans.

House of HR is a dynamic, fast-growing Belgian HR services provider, managing a network of over 50 brands, including its flagship brand, Accent Jobs. With operations across Europe, the company is a leader in specialized talent solutions and engineering and consulting services. House of HR employs over 6000 people, is helping 73000 people at getting at job and generates €3.4 billion in annual revenue. The company operates a decentralized model, with individual finance departments and CFOs for each of its brands, leading to complex reporting and financial processes.

As House of HR rapidly expanded, its finance and reporting systems became increasingly difficult to scale. The company faced several challenges:

• A complex structure with 10 PowerHouses, 50 brands, and over 250 legal entities.
• Outdated financial systems that were no longer suited for the organization’s size and growing reporting demands.
• The need for a more efficient, flexible, and integrated planning & reporting solution to cater to the long term strategy of the group.
• Need for an EPM tool which is able to harmonize data from various ERP systems (every entity has its own ERP environment)

The company’s previous system was initially implemented for a smaller business but was no longer able to handle the scale, flexibility, and automation needed for HoHR’s evolving operations.

To address these challenges, House of HR turned to Anaplan, a cloud-based planning and performance management platform, and Fluence for consolidation and disclosure management. The goal was to build a modern, integrated & finance-owned solution that could provide real-time insights, streamline budgeting, forecasting, and reporting, and support strategic decision-making.

1. Flexibility and Integration: Anaplan’s flexible cloud architecture seamlessly integrated with House of HR’s existing systems & Fluence
2. Efficiency Gains: The decentralized financial structure of House of HR was a significant consideration. Anaplan enabled each PowerHouse to perform budgeting and reporting directly in the platform, eliminating the need for manual data entry and consolidating all data in one centralized location.
3. Finance Owned: no dependency on IT or future external support
4. Real-time Reporting: Anaplan transformed House of HR’s reporting process. Monthly reporting, which previously involved compiling data from multiple Excel files into PowerPoint presentations, is now automated with just one click.
5. Scalable Financial Planning: Anaplan’s driver-based models allowed for seamless budget planning across the decentralized units, enabling better alignment with corporate goals.
6. Faster close & disclose process: Fluence’s consolidation engine facilitates House of HR to faster & more easily integrate acquisitions. Via its user friendly interface it allows end-user to manage the consolidation process in a more efficient manner. FluenceXL enables the end-users to generate real-time connected reporting

House of HR embarked on its Anaplan journey in March 2023 with an official start of the implementation in July 2023. The implementation was fast-tracked with the first group-wide FP&A model ready by January 2024. The company worked closely with its implementation partners, Ufinity Technology and Delaware, who provided valuable insights and guidance throughout the process. Due to the scope of this project (implementation of Anaplan, Fluence and a financial data platform, a mix of experience was needed to guide the project towards success). Ufinity Technology, providing the senior solution experts on Anaplan, in combination with Delaware, providing senior project management & data integration expertise, was a recipe for success. The in-house involvement from House of HR in the project was key to the quality & adoption of the finance platform.

House of HR’s in-house model builder was key to the project’s success as he was involved from the start in writing user stories, building the models, and ensuring the system was ready for use. By September 2024, House of HR had fully transitioned to Anaplan, replacing the previous system and is having the internal knowledge to further expand their Anaplan/Fluence environment.

• Budgeting: Anaplan replaced the traditional Excel-based budgeting process with a more streamlined, automated driver-based model. This saved time and reduced errors by eliminating manual data entry and linking budgets directly to the group model.
• Reporting: Previously, House of HR’s finance team spent days preparing monthly reports. Now, they can generate PowerPoint presentations with a single click, freeing up significant time for analysis and decision-making.

House of HR attributes the success of its implementation to several factors:

1. Stakeholder Buy-in: All key stakeholders, including CFOs and finance teams across the PowerHouses, were involved in the decision-making process, ensuring alignment and commitment to the project.
2. Choosing the Right Partners: Working with implementation partners who understood the company’s needs and could provide flexible, adaptive solutions was crucial.
3. Internal Expertise: The internal model builder enabled House of HR to take ownership of the platform and reduce reliance on external support, accelerating the learning curve.

With Anaplan now firmly in place, House of HR is focusing on optimizing its use of the platform. The finance team plans to start using the rolling forecast functionality of Anaplan and evolve towards continuous budgeting processes. The company is already building further on the budget & forecast model by extending this with a cash forecasting & treasury model.

As House of HR looks toward the future, the company remains committed to evolving its finance processes and leveraging Anaplan’s powerful capabilities to stay ahead of its competition and prepare for long-term growth.