Finance & Controlling
Planning and forecasting processes, year-end close procedures, cost transparency and management KPIs. Plus efficiency programmes whose impact can be tracked in hours and euros.
To Finance & ControllingCORETICA
Efficiency that pays off.
We analyse structures, costs and processes and digitalise what pays off. Proven in a DAX-listed group across many business departments.
Areas of expertise
Where we come in.
Planning & simulation in SAC
Planning input forms with validation rules, driver trees and what-if calculations. For uncertain assumptions, Monte Carlo simulation with Compass.
SAP Analytics Cloud consultingReporting & analysis
One figure for everyone involved. Dashboards from the big picture down to the individual posting, and questions to the data in natural language.
Data & Single Point of Truth
One data model for plan and actuals. Connecting S/4HANA, Datasphere and legacy Excel files, with governed data quality and clear permissions.
Tailored digitalisation
Measuring processes, closing media breaks and using AI where the data foundation supports it.
To tailored digitalisationEnablement & operation
Training until your business departments manage the solution themselves. After that, support to the agreed extent.
The biggest lever rarely lies in the system.
In most businesses, the time is not lost in the work itself, but between the steps.
In retyping, in chasing up, in searching for the latest version. These are rarely spectacular things: quotes that are entered three times. Hours that end up on slips of paper and that someone enters at the end of the month. Appointments in three calendars. Figures that two departments interpret differently. Knowledge that depends on a single person.
That is why we look at the process first, not at the tool. Where is time lost, where do errors arise, which figure does anyone really need in the end? Only then is it clear whether the answer is a planning system, a small custom application, a connection between two programs you already have - or simply one work step fewer.
The corporate group was the most difficult case, not the only one. In a business with thirty people, the questions are the same - the answers are just smaller.
What your processes are holding.
46%
Almost half of the time in financial planning and analysis goes into collecting and validating data.
Source: FP&A Trends Survey 2025
32%
Companies that automate beyond initial pilots report an average of 32% lower costs.
Source: Deloitte, Automation with intelligence, 2022 (479 executives from 35 countries, pp. 5 and 8)
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Assist.
AI and small tools help at individual points: reading documents, spotting deviations, asking questions of your own data.
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Automate.
Steps disappear. Systems you already have talk to each other, reports are created at the click of a button.
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Autonomous.
Entire processes run largely on their own, people review and approve. Wherever data and rules support it.
Where your lever lies and which stage pays off, we assess in the Efficiency Check. Whether in SAP Analytics Cloud, in the systems you have, or with a custom solution.
Enterprise Performance Management & xP&A
Planning, reporting, analysis - in one place.
Instead of scattered Excel lists and isolated solutions: one central, reliable source for everyone involved. Whether financial planning, staff deployment or project management - the right solution is built for every area of work.
Illustrative examples for demonstration only - no real client data.
This is what it looks like when planning, reporting and analysis sit in one system. It is built in SAP Analytics Cloud.
Why the decision on this must be made by the end of 2027, and what goes into a finished solution.
Where the investment pays off.
In planning and reporting, most of the effort goes into collecting, reconciling and correcting. With four inputs and one estimate, you can see the order of magnitude involved in your case.
Euros per year
€17,280
Hours per year
192 hours
10 × 8 × 12 = 960 hours per year, of which 20%.
The calculation uses your assumptions, not ours. We determine the actual value in the Efficiency Check, measured against your processes. The starting values are a worked example. Your inputs stay in your browser; nothing is stored and nothing is transmitted.
How it is calculated: hours per year are people times hours per person and cycle times cycles per year times the share that, in your estimate, can be eliminated. Euros per year are these hours times your internal hourly rate. A worked example: 10 people, 8 hours, 12 cycles and 20 per cent give 192 hours, so at €90 per hour that is €17,280 per year. The calculation uses your assumptions, not ours. We determine the actual value in the Efficiency Check, measured against your processes.
Where the hours come from
- One data basis instead of reconciliation Plan and actuals sit in one model. Nobody has to reconcile two files against each other any more.
- Validated inputs instead of after-the-fact correction Validation rules apply at the point of entry. Whatever fails there is something nobody has to hunt for at closing.
- Reminders and deadlines in the system instead of by email Tasks, dates and approvals are in the planning calendar. Who still has to deliver is visible without chasing everyone.
- Ranges from simulation instead of three manual scenarios The simulation calculates a range from uncertain drivers. The three hand-built cases are no longer needed.
- Reports at a click instead of copy-and-paste The monthly report comes straight from the model. Nobody has to compile everything again for the next question.
Getting started
The Efficiency Check.
Before anyone talks about a system, we measure the process. The Efficiency Check has three steps, and after each one you have something you can keep working with.
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On-site review
We come to your premises and have the people who run the process show us how planning and reports are produced today.
ResultThe process as a picture: steps, people involved, files and hand-offs.
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Measurement
We record the time taken per step and convert it into costs.
ResultThe effort per step, in hours and euros.
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Report
We quantify the levers and put them in order of priority.
ResultQuantified levers in order of priority. Plus what can be done with your existing systems and where SAP Analytics Cloud pays off.
We will give you the scope and price after the initial call.
What we bring.
With us, controlling and implementation sit at the same table. Whoever understands your close also builds the system for it.
Controlling from a corporate group
Year-end closes, planning and forecasting, efficiency programmes at group level.
Implementation in the system
Data model, planning logic, user interface and workflow in SAP Analytics Cloud, from the first line to rollout.
Digitalisation with a sense of proportion
Not every step needs a new system. We automate what pays off, and only bring in AI once the data is right for it.
Reference project
When the numbers finally add up.
Most companies don't fail for lack of data, but because it is scattered across files, emails and departmental boundaries. That is exactly where we come in.
Everything is scattered
- Figures sit in files that travel by email - nobody knows for sure which version is valid
- The same KPI produces two different values in two departments
- Analyses are copied together by hand, from scratch for every new question
- Errors only come to light long after the decision has been made
- The knowledge of how the file works depends on a single person
- By the time the report is finished, the figures are out of date
One source everyone refers to
- Everyone works on the same version - version questions disappear
- Inputs are validated before they can do any damage
- Analyses are produced at a click instead of by copy-and-paste
- Every figure is traceable: who changed what, and when
- Responsibilities, deadlines and status are visible; reminders run automatically
- The solution belongs to the company - not to the person who built it
Corporate group reference
From isolated solution to group standard
We implemented this where planning becomes particularly complex: at a DAX-listed automotive group. It started in capital expenditure controlling, but it did not stay there. In the end it brought together everything that makes up a plan: capital expenditure, budgets, personnel and operating costs, with calculations that build on one another.
Over the years, a small, local solution became the central standard for complex planning processes across the group. The divisions adopted it voluntarily and carried it further.
If planning on this scale can be modelled cleanly, then the planning of a mid-sized company (the German Mittelstand) certainly can.
Local → GroupRollout scope
VoluntaryAdoption by division
Implemented at a DAX-listed automotive group.
Approach
How we work.
The right solution, not the most expensive one
Every case is assessed individually - we recommend what actually works, not what earns us the most.
Established or tailor-made
Where proven systems make sense, we implement them directly. Where they don't, we develop individual solutions for the specific requirements.
Full transparency
Clear and traceable: what you get, what for, and what result you can expect.
Understand before changing
We take the time to really understand the process before we implement anything.
How a project runs
Listen
We sit down with the people who run the process every day - not just with management.
Understand
We run through the process ourselves, measure where time is lost and calculate the benefit of a change.
Implement
Step by step and measurably. Each stage goes live before the next one begins - no overhaul with an uncertain outcome.
Enable
We train your people thoroughly enough that they can then manage and develop the solution themselves.
Support
If you wish, we remain your point of contact - and check whether the promised benefit actually materialises.
Not every project starts with the numbers. Sometimes the first visible step is a different one: an online presence that suits the company.
Whether as part of a larger undertaking or entirely on its own - the approach stays the same: first understand what is needed, then build. And never sell more than is necessary.