Discovery for Every
Enterprise Situation.

The Problem

The program is about to start but no one has systematically assessed process readiness, data quality, or organizational change capacity.

Discovery Approach

Run a structured multi-workstream discovery across finance, procurement, and supply chain. Assess process documentation, data readiness, and organizational capacity before mobilizing.

Outputs

Readiness scorecard, gap register, risk-ranked workstream priorities, mobilization recommendations.

The Problem

The close takes 8 days and the CFO wants to close in 5. No one knows exactly where the critical path sits.

Discovery Approach

Map the current close calendar, identify critical path activities, interview controllers and accountants, analyze journal volumes and reconciliation patterns.

Outputs

Close bottleneck analysis, shift-left opportunities, automation candidates, future-state close calendar.

The Problem

Customer complaints are rising and the team disagrees on why. Nobody has mapped the actual end-to-end process including all variations.

Discovery Approach

Conduct day-in-life interviews across order management, credit, fulfillment, and billing. Document edge variations and exception handling.

Outputs

As-is process map, variation inventory, pain point register, improvement opportunity list.

The Problem

The organization has 200+ applications. IT costs are rising and nobody knows which applications are duplicates, underused, or strategic.

Discovery Approach

Inventory all applications, assess usage, business criticality, technical health, and strategic fit. Map application-to-process dependencies.

Outputs

Application portfolio map, rationalization recommendations, investment priorities, decommission candidates.

The Problem

Leadership wants to deploy AI across finance and operations but has no clear picture of data readiness, process maturity, or governance capability.

Discovery Approach

Assess data quality by domain, evaluate process documentation, review governance structures, and interview business and technology stakeholders.

Outputs

AI readiness score by domain, data quality gaps, governance recommendations, prioritized AI use case backlog.

The Problem

Reports are inconsistent. Finance and operations cannot agree on the same numbers. The source of truth is unclear.

Discovery Approach

Audit key master data domains — customer, vendor, material, cost center. Profile data quality, map ownership, and assess governance processes.

Outputs

Data quality scorecard, ownership map, remediation priorities, governance design recommendations.

The Problem

After a merger, two organizations are running in parallel. Roles are duplicated, governance is unclear, and accountability is disputed.

Discovery Approach

Map current operating model, document roles and responsibilities, identify overlaps and gaps, assess decision rights and governance.

Outputs

Current operating model map, role rationalization options, governance design, integration recommendations.

The Problem

Cash conversion cycle is 65 days against a peer benchmark of 42 days. Leadership wants to understand where the gap sits.

Discovery Approach

Analyze DSO, DPO, and DIO components. Interview collections, payables, and inventory teams. Review process and system constraints.

Outputs

Working capital baseline, gap analysis vs benchmark, improvement lever map, value case.

The Problem

A key reconciliation fails every month-end. The team patches it manually but nobody has investigated the root cause.

Discovery Approach

Trace the reconciliation back to its source transactions. Interview the process owners. Map the data flow and identify where the break occurs.

Outputs

Root cause identification, contributing factors, resolution options, permanent fix recommendation.

The Problem

The CFO needs a business case for a major ERP investment. The team has opinions but no structured evidence.

Discovery Approach

Discover current-state costs, process inefficiencies, manual workarounds, and improvement opportunities. Build a structured value hypothesis.

Outputs

Value hypothesis, benefit model, investment case, sensitivity analysis.

The Problem

The executive team is debating which capabilities to build, buy, or partner for the next three years but lacks structured evidence.

Discovery Approach

Assess current capability maturity, identify strategic gaps, evaluate build/buy/partner options for each capability.

Outputs

Capability maturity map, strategic gap analysis, investment options, recommendation.

The Problem

The team wants to deploy process mining on the P2P process but is unsure whether the data is ready.

Discovery Approach

Assess ERP event log quality, review process documentation, evaluate data governance, and identify gaps for process mining readiness.

Outputs

Readiness assessment, data quality gaps, remediation plan, process mining implementation roadmap.