Finance & Controlling Excellence

Camelot MC Capabilities Finance & Performance Management Finance & Controlling Excellence

An integrated view of finance & controlling with the CAMELOT Controlling Performance Loop

The starting point for a successful controlling is the selection of relevant data in adequate quality. The integrated consideration of processes, procedures, value and information flows forms the foundation for controlling. The combination with a consistent orientation towards the future paves the way for sustainable corporate success.

How we help clients

Financial data management

Data availability
Data harmonization

Single source of truth

Provision of data

Integrated finance & controlling

Income statement, balance sheet, cash flow
Controlling performance loop

Reporting concepts
Planning & forecasting

Measures, decisions, and success tracking

Customized concepts

Situation-specific concepts

Function-specific concepts

Industry-specific concepts

Excellence workshops

Strengths and weaknesses analysis
Challenges along the Controlling Performance Loop

Thinking outside the box and discussion of alternative solutions

Preliminary milestone planning

Interface management between IT and business

Translation of business requirements into “IT language”

Moderation and mediation

Continuous support, from the preliminary concept to the IT implementation

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Transforming controlling to keep your company on the right course

Why CAMELOT

Our CAMELOT consultants combine comprehensive consulting expertise with operational experience as analysts, controllers and managers. Clients benefit from our approach of close, ongoing cooperation between controlling and specialist departments, especially IT, as well as the consistent future orientation of all controlling activities.

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Future orientation

Moving away from a retrogressive focus and consistently aligning thoughts and actions towards the future to achieve sustainable corporate success – that is what we stand for.

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Decision orientation

We understand all controlling activities as preparations to support management decisions and not as documentation of figures.

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Action orientation

We see the development and coordination of measures as well as the tracking of the success of implementation, as an essential part of the controlling tasks.

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