The team structure was unstable and lacked proper process documentation. There was no clear use case for the inbox, meaning there was no distinction between order management and accounting. The posting of credit card transactions relied on manual processes. Manual processes were also required for partner provisions. There were no corporate credit cards.

Prepared process documentation for accounts payable; set up separate mailboxes for order management and accounting; created an Excel tool to extract bank transactions from account statements in order to automatically generate upload files in the correct format for the accounting tool; developed an Excel tool to optimize the calculation of provisions for partners; assisted with the implementation of Spendesk

The onboarding of new employees was improved through clear guidelines. Time savings in communication, a lower error rate, and the introduction of virtual credit cards increased overall efficiency. Other departments’ satisfaction with the accounting team increased as a result of clearly defined processes.