Revenue
Understand which customers, products and pricing decisions generate profitable revenue.
Finance & business transformation
Clear direction for
your finance function.
We help leaders improve how finance is organized, how the work gets done and how systems support it—grounded in technical and operational accounting.
Talk through your prioritiesHow we work
Business performance
Five financial drivers.
Evaluate finance changes by their effect on revenue, cost, cash flow, asset utilization and risk.
Cost
Identify avoidable spending and rework, and weigh the cost of each improvement against its expected benefit.
Cash Flow
Track when money is collected and paid, and what that means for operating needs and growth.
Asset Utilization
Assess how people, technology and capital are used, including unused capacity and constraints.
Risk
Identify financial exposure, control gaps, key-person dependencies and potential interruptions to operations.
The business foundations
How your finance
function operates.
Organization, day-to-day work and systems need to fit your company’s size, complexity and plans. We assess them together, using reliable data to guide decisions.
People & Structure
Define the roles, responsibilities and reporting relationships the business needs today and in the future. Identify gaps in skills or capacity, then plan how to develop the team and move to the future structure while keeping essential work covered.
Processes & Controls
Map how work gets done, who owns each step and where approvals or checks are needed. Remove unnecessary handoffs, address recurring exceptions and make day-to-day operations easier to manage.
Systems & Tools
Choose systems around business requirements and the work people need to do. Define what each application handles, how tools connect and how data moves between them.
Data & insight across all three
Shared definitions, accountable data owners and dependable reporting give people a common basis for decisions.
Change & transformation management
How we guide
transformation.
We work alongside your team to understand the current state, agree on priorities, put improvements into practice and measure what changes.
- 01
Agree the outcome
Define the problem, goals and measures of progress with sponsors and affected teams. Identify who will make decisions.
- 02
Understand the work
Listen to the people doing the work. Examine roles, handoffs, controls, systems and data to understand what needs to change.
- 03
Plan the transition
Set priorities and owners, discuss tradeoffs and sequence the work around dependencies, capacity and day-to-day responsibilities.
- 04
Put change into practice
Involve the team in design and testing. Explain why the work is changing, provide training and remove obstacles to adoption.
- 05
Measure and sustain progress
Review adoption and results, gather feedback and adjust. Establish ongoing owners and routines to sustain the improvements.
Communication throughout the change.
Keep leaders, employees and delivery partners informed about decisions, responsibilities and timing. Make room for questions and concerns, and use feedback to shape the work at every stage.
Services
Finance leadership
and systems advice.
Support can begin with an assessment or a specific need: selecting systems, overseeing delivery, advising leadership or filling an accounting leadership gap.
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Assessment & roadmap
Understand the problem and decide where to focus.
OutputsFindings, prioritized recommendations and a sequenced roadmap.
Systems selection & architecture
Choose applications around business needs and the work they support.
OutputsRequirements, option comparisons and a systems architecture.
Implementation oversight
Keep business priorities visible through delivery.
OutputsDecision log, milestone reviews and readiness recommendations.
Ongoing advisory
Work through finance and systems questions as they arise.
OutputsDecision notes, recommendations and an action log.
Interim leadership
Give the team direction through a transition or change.
OutputsLeadership responsibilities, an operating plan and handover documentation.
Advisory and
implementation roles.
NuViTech advises your team on business requirements, design decisions and readiness. Delivery partners lead larger implementations.
We agree responsibilities and decision authority with your team and the delivery partners before work begins.
Meet David Allen
Experienced accounting leadership.
David is an experienced accounting leader who partners with executive teams and board members to shape finance transformation priorities, evaluate systems decisions and guide organizational change. He began his career as a Big Four auditor, building a foundation in technical and operational accounting.
His servant leadership approach starts with listening to the team, clarifying responsibilities and removing obstacles. He helps people build the skills and confidence to own the work.
More about David and NuViTechStart a conversation
What would you like
to improve?
Tell us what’s happening in your business and what you need help with.
Book a conversation (opens Reclaim in a new tab)A 30-minute discovery call.
We’ll talk about what you need help with, your priorities and possible next steps.