Case Studies

Work That Made a Difference

Three engagements that illustrate the depth and range of what Croftlands Consulting delivers — from averting a liquidity crisis to integrating a $340m acquisition into a FTSE 100 group.

Client names are withheld or described generically in line with confidentiality obligations. The outcomes and specifics are accurate.

PE-backed SaaS · Global · £50m+ ARR

Finance Transformation & Acquisition Integration

The Challenge

  • Finance function unable to support the pace of global expansion
  • Monthly close taking 3+ weeks; management accounts not trusted
  • Three acquisitions in 18 months needed integrating across multiple ERP systems
  • No global transfer pricing framework in place despite cross-border IP holding structure
  • Group statutory audit facing 100+ unresolved queries at the start of the engagement

The Approach

  • Built and led the global finance team (UK, North America, APAC, South Africa) from scratch
  • Automated month-end processes, achieving T+4 close for group management accounts
  • Designed and implemented automated deferred revenue recognition from billing engine data
  • Integrated acquired businesses into NetSuite with full management reporting and controls
  • Designed and rolled out a worldwide transfer pricing policy (IP held in USA and UK)
  • Resolved all 100+ audit queries and delivered the group statutory audit

The Outcomes

  • Monthly close reduced from 3 weeks to T+4 — a step change in management visibility
  • Identified and corrected a £500k prior-year restatement during the audit process
  • Transfer pricing framework implemented across all jurisdictions
  • Three acquisitions successfully integrated into group reporting and systems
  • Finance team scaled to support global operations on a sustainable basis
T+4
Monthly close (down from 3 weeks)
£500k
Prior-year restatement identified & corrected
3
Acquisitions integrated into group systems
4
Jurisdictions under one transfer pricing framework
PE-backed Events · UK, Europe & USA · ~£11m ARR

Cashflow Crisis Averted & Finance Function Stabilised

The Challenge

  • PE-backed events group growing rapidly through acquisition with insufficient financial infrastructure
  • Financial data unreliable — management could not trust the numbers being reported
  • Cashflow was being managed reactively; business was approaching a liquidity shortfall
  • US accounting function outsourced at high cost with poor quality and limited group visibility
  • No event-level P&L reporting — impossible to identify which events were profitable

The Approach

  • Stabilised the finance function and materially improved data integrity within the first 60 days
  • Designed and implemented detailed daily 12-week cashflow models with weekly board reporting
  • Used scenario-driven cash modelling to prioritise spend and protect liquidity
  • Centralised the US accounting function in-house, transitioning from outsourced provider
  • Implemented granular event-level P&L reporting (net profit, yield per m², revenue mix)
  • Drove automation initiatives within the finance team

The Outcomes

  • Cashflow shortfall averted — liquidity crisis prevented without recourse to additional equity
  • Centralised US function delivering higher quality at materially lower cost
  • Board and PE investor now receiving reliable, timely management and investor reporting packs
  • Event-level P&L implemented — for the first time, management could see which events were profitable
  • Finance team automation saved approximately 4 hours per week of manual processing
$96k
Annualised saving from US function centralisation
12-wk
Rolling cashflow model prevented liquidity crisis
4 hrs
Weekly time saved through finance automation
0
Additional equity required — crisis averted
FTSE 100 · Global Events & Intelligence · Acquisitions EV $340m & £22m

Finance Integration Programme — Two Acquisitions Simultaneously

The Challenge

  • Two acquisitions completing near-simultaneously required integration into FTSE 100 group reporting standards
  • Acquired businesses operating on different ERP systems (Sage), reporting into SAP FC at group level
  • Deferred revenue, earnout calculations, fixed asset registers and intercompany loans all required restatement to group policy
  • Integration required rigorous governance with regular Steerco reporting to group CFO
  • PPA and FDD required in parallel with live monthly reporting integration

The Approach

  • Mapped chart of accounts from Sage to SAP FC for both acquisitions
  • Managed six months of monthly ETB compilation and upload to SAP FC
  • Rewrote deferred revenue recognition to align with group IFRS 15 policy
  • Built earnout models and tracked against deal metrics monthly
  • Established RAID log, integration step plan and regular Steerco governance pack
  • Led FDD review and supported PPA process with external advisers (Kroll)

The Outcomes

  • Both acquisitions fully integrated into group reporting within 6 months of completion
  • First clean group month-end including both acquisitions delivered on time
  • Deferred revenue and earnout accounting aligned to group policy with no audit adjustments
  • PPA completed in conjunction with Kroll and signed off by group auditors
  • Integration governance framework adopted as standard by the group for future transactions
$340m
EV of primary acquisition integrated
6 mo
Full integration timeline for both acquisitions
2
ERP migrations managed simultaneously
0
Audit adjustments on deferred revenue or earnout

Facing a Similar Challenge?

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