A well-known publisher faced a growing crisis. Over many years, they’d acquired bank accounts like souvenirs. Every new market meant new currencies. Every new currency meant new accounts. The proliferation was out of control.
Their central Treasury group was drowning in complexity. They couldn’t get proper analysis from their non-GBP accounts. Cash flow planning became guesswork. Nobody knew how much funding each account needed. Fund management was reactive, not strategic.
The business impact was clear. Poor cash visibility meant poor decisions. The Treasury team needed better control, and they needed it fast.
The publisher’s in-house designer crafted a solution using SAP General Ledger accounts and BSEG SAP cluster tables. It was a discrete development that would give Treasury the analysis they needed. The design looked solid. The approach was sound.
In-house programmers got the build assignment. The timeline was aggressive but achievable. Everything seemed on track.
Then the designer disappeared.
The project entered its critical phases – build, implementation, and testing. But the original designer was now unavailable. The in-house team faced a nightmare scenario. They had programmers ready to build, but no architect to guide them.
The target timeframe was tight. There was no room for iteration, no time for trial and error. The client needed absolute certainty that the solution would meet Treasury’s needs. And deliver on the promised go-live date.
Without the designer’s knowledge, the project risked missing business requirements.
The client chose Pivot to provide an experienced SAP FI consultant who could bridge the knowledge gap. They needed someone who could understand the original design, support the build process, and ensure the solution met business needs.
The Pivot consultant began working with both the technical and business teams. He had to become the missing architect while supporting the build and test phases simultaneously.
Treasury users needed confidence that the solution addressed their complex requirements. The technical team needed guidance to build the right solution. The project manager needed assurance that the tight deadline would be met.
The Pivot consultant grasped the original design intent. He began translating it into practical build guidance. He worked with the programmers, ensuring the development stayed true to the business requirements while meeting SAP best practices.
He maintained constant dialogue with the Treasury team. Their cash management needs drove every decision. The solution had to work for real-world fund planning.
Testing became collaborative rather than adversarial. Business users could see their requirements taking shape. Technical teams could validate their work against clear business outcomes.
The project delivered on time and on target. Treasury got the cash flow analysis they needed across all currencies and accounts. The technical solution worked within the existing SAP environment.
The Project Manager’s enthusiastic testimonial says it all. Finding someone who could “slot in immediately” and work with both technical and business teams turned a potential disaster into a success story.
For a publisher with global operations and complex cash management needs, having the right expertise at critical moments made the difference between project failure and business transformation.
