Our Partners



COMPANY:  The Kraft Heinz Company

CLIENT: Planning & Performance Management (PPM)


- The management reporting system is reconciled against the external reporting system on a monthly basis.
- The external reporting system includes the legal entity structure for consolidations and the management unit structure as an additional detail dimension.
- The requirement for reconciliations conflicted with the access control requirement for data submissions.
- Data loads for each entity required full access to the detail dimensions, including management unit.
- Data reconciliations for each management unit required full access to the entity dimension.
- This created a conflict for strict Kraft Heinz access controls that limited access for users to their respective legal entity and management unit combinations.'



- The solution was that the data would automatically be copied during the consolidation process.
- It included an alternate management unit structure used to store total legal entity data for each respective management unit and the associated logic.  
- The destination entity was a related USD-based entity data for each management unit would have been translated to USD at the total legal entity level.

COMPANY:  The Kraft Heinz Company
CLIENT: Global Accounting

- The month-end intercompany matching process was time-consuming due to the limitations of the intercompany balance reports coming from the reporting application.  
- The intercompany reports group partners in separate lines and columns so filtering or any meaningful sorting is not be possible.  
- Users are not be able to view the numbers grouped at various levels like affiliate, region or segment level.  
- The intercompany reports lack the format and flexibility to allow global accounting and even the business unit to quickly determine whether a mismatch actually existed at reporting entity level or it represented a discrepancy in the base entities used.


- The solution was to create a secondary database that pulled the data extracts after the external reporting application was consolidated.
- The business analyst would run the predefined queries and reports that would allow them to view data in tabular format and change the view on an ad hoc basis.

COMPANY:  The Kraft Heinz Company
CLIENT: Budget & Business Planning (BBP)

- The quarterly forecasts supplied by the business units were detailed but off target by a rate that required improvement.
- The human involvement in the process introduced a subjective component that made the forecast error on the optimistic side by a consistent factor.
- The company needed to re-calibrate the process  and make the forecast more accurate.


- The solution was to utilize the predictive functionality embedded in the current financial planning application.
- After building out the necessary forms and ensuring the correct data was available I conducted an comparison of predictive value of predictive planning against business forecasts on historic periods.
- A one month forward looking analysis confirmed that predictive planning was more accurate, consumed less time and has the detail necessary for analysis of any variances.

COMPANY:  InteliStaf
CLIENT: Finance

'- The financial and statistical reports were created and distributed on a manual basis at month-end.
- The distribution included over 250 locations with location-specific and regional reports as well as specific attachments.

ORGANIZATIONAL IMPACT: Automation, Improved Accuracy

- The solution included a batch process to run reports against the OLAP cube and extract them in a folder structure to a secured folder structure on reporting server.

- A spreadsheet with appropriate names and addresses by location ran a VBA script that would compose the email in Outlook based on text in Word, attach the appropriate reports and send the email to the user(s) in TO and CC fields for each category.

- A two day process was replaced by one that took 2 hours.

CLIENT: Human Resources

- The company was going into merit increase review period.  The pay rates for all employees needed to be loaded into the ADP system based on a complex set of limitations.

- The employees' pay was adjusted on a combination of their "compa" ratio (market value) as well as their review score (two separate scales were being used).

- The departments as a whole could not surpass the company-wide increase.

- The company was going to a common review date so some employees received a pay increase a month prior while some have not had an adjustment in over a year so the rates had to be prorated.

- PeopleSoft was unable to accommodate the calculations needed in the time window to update ADP.

ORGANIZATIONAL IMPACT: Optimization, automation

- The solution included front-end Excel-based forms where department heads can review the calculated merit increase and a back-end Access database where the increases were calculated based on review score and compa ratios.

- Security was applied to the individual folders and spreadsheets for confidentiality.

- Once the data was saved, the adjusted rates were exported and loaded into ADP.

- The entire process took two days and was reused the following year.