In this mandate, the interim manager took on the task of introducing group-wide accounting software (Unit4) for the client's German-speaking companies in the DACH region as project manager. At the time, the British insurance group had 3,800 employees and a turnover of 550 million pounds. The new General Ledger software was purchased by the parent company and was to be gradually implemented in all companies worldwide. For this work, a specialist was hired at a subsidiary as a direct employee of the interim manager. The interim manager also provided technical guidance to four employees from the finance and administration departments of the German subsidiary.
Guaranteed legally compliant conversion from DATEV to Unit4
The main task was to adapt the software to local and group-wide standards of the UK parent company. This included:
- Unifying different accounting standards and philosophies
- Merging the working methods of the British parent company and the German subsidiary
- Ensuring the conversion of the general ledger system from DATEV to Unit4
The German companies had no project experience in this area. The aim here was to overcome strong reservations - particularly with regard to the performance and design of the software system - and to achieve acceptance. Furthermore, due to the complicated structures, German pre-systems had to be coordinated with the new Unit4 software and interfaces had to be created.
New general ledger satisfies the information needs of all stakeholders
With his comprehensive expertise in commercial and tax law, the interim manager made a significant contribution to the successful introduction of the German accounting requirements. This meets the information requirements of the parent company, shareholders and potential investors. At the same time, the transparency requirements of German tax and accounting laws are met.
The interim manager also took on the task of coordinating the introduction and implementation of the new general ledger with the tax advisor of the DACH companies and the German tax authorities. He also introduced new accounting processes. He aligned the personnel planning so that important roles were filled at least twice so that tasks did not remain undone in the event of vacations or illness.
Proactive communication plays a key role in the success of the project
As the UK central team was working at full capacity at the same time as the rollout in Asia and America, the central development team was not always available. This meant that releases and role definitions were sometimes delayed. The interim manager was able to compensate for this disadvantage through intensive proactive communication. This included almost daily video conferences and numerous trips between London and Cologne. At the same time, he used his communication skills with great success to integrate, motivate and build up the expertise of the employees in the DACH companies.
General Ledger Software successfully goes live on schedule
At the end of the interim mandate, the challenges had been overcome. The General Ledger software went live on schedule after one year. The employees are trained. The software performs its tasks well. Continuous improvements are underway. The management and staff are satisfied.
