Our core business

"Tailor-made" for complex or exceptional situations in the life of groups and companies!

Over the past 15 years, Objectif CASH has conducted with its team of experienced managers more than 550 transition management assignments or transformations projects.
This experience has been accumulated in various contexts:

  • merger acquisition (integration of acquisition or preparation for disposal),
  • high growth,funding or financing,
  • under performance and restructuring,
  • cash crisis and bankrupcy,
  • uncontrolled international operations and frauds,
  • etc…

The experience of Objectif CASH consists in understanding the challenges of this type of situation (the facts / the figures / the key people), immediately proposing an assessment of the situation (operational and financial diagnosis) and then setting up in the field, operational solutions appropriate to each situation (teams of field managers, not consultants), to guarantee the proper execution of the assignment, to report regularly to top management and finally in any situation to tell the truth.

Cash issues

Can the company repay its debt?
Shall we invest again?
If yes, why, how much and when?

Examples of missions
  • Preparation and updating of the cash flow forecast
  • Identification of different ways and actions to optimize cash flow in the short
    and medium term
  • Blitz operations on physical inventories and Account Receivables
  • Find and negociate new financing (bank loans, Private Equity Funds,
    factoring …)
The skills required for the mission
  • Ability to qualify, challenge and document the assumptions underlying operating and cash flow forecasts
  • Responsiveness / Flexibility: ability to develop several scenarios
  • Ability to interact with operational staff, alert and negotiate
  • Overview / Spirit of synthesis: get to the point
Benefits for clients
  • Cash situation is under control
  • Optimization of working capital and therefore operational treasury
  • Avoid or delay dilution
  • Ensure continuity of exploitation
Lack of clear vision on margins and profitability

Do we have a clear vision of the company’s performance?
Is the financial reporting that is communicated to us reliable?
Should we adjust or revise the Business Plan?

Examples of missions
  • Operational diagnosis of the Finance function (key people, teams, accounting, management control, treasury, internal control, information systems, credit management, etc.) and of the Finance Department’s relations with the Operational Departments, with the banks , with the external auditors, etc.
  • Reconciliation between physical and financial indicators and in-depth analysis of margins by product, by client, by distribution channel, by geographic area, by sales team, etc.
  • Implementation of analytical account plans, budgets, forecasts or overhaul of the Business Plan
    Identification of the sources of losses, trends and the sources of opportunities
  • Review of the adequacy of the fixed costs, the level of the Selling, General and Administrative expenses, launch cost killing programs, proposal for investments or divestments
The skills required for the mission
  • Ability to qualify, challenge and document the assumptions underlying operating and cash flow forecasts
  • Responsiveness / Flexibility: ability to develop several scenarios
  • Ability to interact with operational staff, alert and negotiate
  • Overview / Spirit of synthesis: get to the point
Benefits for clients
  • More reliable operational and financial reporting ; internal controls reinforced
  • Security in announcing financial information
  • Improved business performance
  • Improvement of the productivity of the Finance Department and the respect of the deadlines for producing reporting and financial statement
Lack of of monthly reporting or incomplete monthly reporting, suspicion of unaccurate, erroneous or fraudulent reporting

Given the inconsistencies in the reporting provided by the company, are the internal controls sufficient? Does local management respect the group procedures? Isn’t there a risk that more serious problems will be masked or unanticipated?

Examples of missions
  • Operational diagnosis of the Finance function and internal controls (evaluation of key people, teams in charge of ensuring compliance with internal control standards in the Finance department and in the Operational Departments, evaluation of procedures, information systems , management standards, etc…)
  • Implementation of group procedures or adaptation of group procedures to the size, situation or context of the company
  • Support in the transformation and training phase of permanent teams in group procedures
The skills required for the mission
  • Ability to reassure and interact with operational staff
  • Writing skills and practical experience of Sarbanes Oxley standards
  • Get to the point
  • Practical knowledge of information systems (ERP, Business Intelligence, Big Data Management, Artificial Intelligence, etc…)
  • Ability to pilot projects with multidisciplinary teams
Benefits for clients
  • Identification and quantification of risks
  • Reinforced internal controls
  • “Compliance” with group standards
  • Repositioning of Finance in the organization
Under performance and need for acceleration in the effective implementation of change on the ground

Can we accelerate the profitability of our investments? What action priorities to put in place on the ground?

Examples of missions
  • Operational diagnosis of the Finance function, internal controls and project progress
  • Operational assistance in the implementation of action plans: in particular putting under control of the finance department, the company, the treasury or the information systems, rationalization or simplification of the processes, savings plans, preparation of outsourcing of processes or activities, setting up of shared service centers, etc.
The skills required for the mission
  • Operational experience in the management of the Finance Department or in services interacting with the Finance Department (Sales Administration, Credit Management, CTO, HR, Logistics and Supply Chain, etc…)
  • Ability to reassure and interact with operational staff
  • Adaptability and ability to integrate into the company
  • Ability to team up with the Management in place
  • Ability to assert themselves quickly and train their team
  • Get to the point and be able to act without stress nor fear
  • Practical knowledge of information systems (ERP, Business Intelligence, Big Data Management, Artificial Intelligence, etc..;)
Benefits for Objectif CASH clients
  • Security in announcing financial information
  • Simplification, rationalization, homogenization, productivity gains
  • Save time / Improve the deadlines for producing financial statements
  • Performance improvement
  • Financial gains

Transition Management applied to operational financial management "LIVING SEVERAL LIVES IN A LIFE ..."

What do you do for the next 10 years?
Transition Management was born around thirty years ago in Anglo-Saxon countries and since fifteen years in France. With the multiplication of Mergers and Acquisitions,
the establishment of shared service centers, etc. the number of CFO positions is tending to decrease. It is true that after a merger you cannot keep two financial directors. There is one too many.
Now, when you have twenty years of experience or more in the finance function, how, in this context, continue to exercise your talent and skills? How to continue to progress in your job?

Transition management (often wrongly mixed up with interim management) consists of temporarily entrusting the reins of the company or one of its functions to one or several experienced executives generally to initiate or support a phase of transformation.

The world is changing. In order to remain competitive, companies challenge themselves to constantly adapt, which means to manage day to day operations (with fewer and fewer resources) and to launch and lead innovative transformation projects.

The situations in which clients ask transition managers to get involved are:

  • changes in shareholders, changes in top management,
  • changes in information systems,
  • the preparation of an acquisition or sale of a business or branch, spin off, carve-out
  • the integration of an acquisition, the creation or the launch of a subsidiary,
  • the putting under control of subsidiaries in France and abroad,
  • recovery of the profitability of a factory, site or subsidiary,

All these situations create a temporary work overload for the existing management team.
All of these situations, if mismanaged, can lead to a crisis and jeopardize the company, its shareholders or its managers.

Not every transition is necessarily a crisis. Conversely, a poorly controlled transition in one area or a function of the company can have consequences in other areas and create a “domino effect”. Unlike the interim, transition management is not a question of replacing an individual (position for position) but of taking charge of a function as a team leader in a moment of turbulence: to assume both the daily life of the function but also to take charge managing an exceptional event or a project.

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