Further typical situations in which companies want to create transparency, secure decisions or address financial challenges in a targeted way, and where Tomas Vanek and TMUC have contributed to the solution.

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1. Orders, commitments and invoice approvals are not cleanly traceable

I bring orders, purchase orders, approvals and expected invoices into a common overview so that it becomes visible which costs have already been triggered and which commitments will still follow.

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2. Costs only become visible when the invoice or reminder arrives - commitments must be transparent

With a simple commitment and invoice forecast, expected costs become visible as soon as they are triggered - not only once services have long been received or commitments entered into only become visible months later through reminders.

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3. The monthly closings are error-prone - trust in the numbers needs to be regained

I review recurring sources of error, missing positions, reconciliations and accruals. The highest-discipline version is a short control window inside the actual closing process. Correct actual figures are an extremely important prerequisite for forecasting and planning.

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4. A budget or forecast is not accepted - measures need to be developed quickly

I support the rapid sharpening of budget or forecast, disclosure of critical assumptions and preparation of robust measures to improve results for the board, owners or group management.

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5. Savings are discussed but not consistently implemented - manage a measure list

I help turn general cost discussions into concrete measures with responsibilities, timelines and expected effects - so that savings are not merely decided, but realised. I set up a measure list or manage it for the client.

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6. External accounting creates effort but little steering value - review insourcing and connect accounting with reporting

I review which services are really needed and which tasks are better placed internally or externally. I connect accounting with reporting so that steering information is created.

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7. Combining sites, companies or functions - comparison and scenarios

I quantify synergy effects, review cost and performance differences and prepare decision-making materials so that a potential combination can be assessed not only organisationally, but also economically.

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8. An SME needs to be integrated into group structures - set up reporting and processes

I support the setup of reporting, planning, processes and governance so that the company becomes group-ready without losing its operational strength and speed.

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9. A business needs to be handed over cleanly to new owners - documentation, contracts, execution

I help define responsibilities, transition services, cost logic and service agreements so that buyer and seller have a clear basis for the operational and financial handover, or I take over project leadership.

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10. A new product or market initiative needs a robust business case

I translate market idea, assumptions, costs, revenue potential and risks into an economic decision basis so that it becomes clear whether and under which conditions the initiative is viable.

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11. Business plans need to become investor-ready

I develop scenarios, assumptions, financial planning and decision logic in Excel models and PowerPoint slides so that founders, owners or management can argue robustly with investors.

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12. Subsidies or public financing are available, but the company is not ready

I help structure funding opportunities, requirements and internal responsibilities and prepare documentation so that available funds do not fail due to lack of resources or insufficient preparation.

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13. Financing options need to be assessed and documents prepared

I compare financing options by cost, flexibility, risks, implementation requirements and impact on the business, and support the company in preparing the necessary documents so that growth, transformation or investments can be financed consciously.

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