An international online company in the B2C segment commissioned the interim manager to make its accounts receivable management fit for the future. The background to this was the fact that the service provider commissioned for accounts receivable management was no longer able to keep up with the client's pace of change. At the same time, the client only had partial process know-how about customer payments. This jeopardized the company's operations.
In a first step, the interim manager worked with a team to compile the existing know-how in the company and describe the long-term target processes. At the same time, it was necessary to stabilize the services of the external service provider while continuously weighing up the risks until the transformation to an in-house service was completed.
Introduction of an ERP system for customer accounting
The client's accounting system was not designed for mass business. The interim manager therefore designed the tender for a suitable customer accounting system and corresponding service provider. The result of this tender was the introduction of a multi-client-capable ERP system, which is used both for the original purpose (customer accounting) and for the entire finance department of the international group.
During the transformation, the interim manager set up both the management and the 'accounts receivable management' department, including all business processes and technical systems. In addition, the payment connections to banks and payment service providers were reorganized.
Successful integration of further payment processes after company acquisition
A merger with a company in the same industry took place directly after the accounts receivable management department was set up. Under the guidance of the interim manager, the accounts receivable management business processes were harmonized and integrated into the previously created department. The team was further expanded and payment relationships were simplified.
Transformation of accounts receivable management to an international service provider
Another merger was completed a few months later. This American company was also successfully integrated into the previously created business processes and technologies. At the end of the process, the interim manager was commissioned to design the test strategy and organization for all payment topics. It turned out that key business processes still needed to be addressed. In addition, the American business required new approaches.
With the previously established team, the interim manager was able to design the open processes in a short space of time. The tests required sufficient manpower and were completed 'just in time' in terms of quality. The transformation to an international and agile department was thus completed.
Consolidation of international payment service providers brought about
From the previous integration, payment processes to banks and payment service providers remained. While the client was able to adjust the account structure with banks, the interim manager was tasked with consolidating the payment service providers. As the parties involved were based in Germany, Ireland, the USA and Australia, communication was the biggest challenge. Unclear contracts resulted in a considerable cost risk for the client. In close coordination with the client's C-level, the interim manager countered this risk with a specially adapted iterative approach.
Successfully formed and expanded internal service provider for customer payments
With foresight, outsourced accounts receivable management services were reintegrated into the company and a new 'Accounts Receivable Management' department was established. The internal service provider for all customer payments was then formed from this department, which demonstrated its international efficiency in several merger projects. The transformation process lasted several years and was further developed with each company acquisition. The interim manager is mandated anew for these tasks each time.
