Many companies discover cash problems when it’s already too late. Not because the money isn’t there, but because they lack the tools to see it coming: informal processes, unclear responsibilities, flows managed on the fly.
Giacor Consulting supports companies in analysing, optimising and formalising their treasury and financial management processes: turning a function that’s often neglected into a genuine tool for control and planning.
What we do
- Mapping of financial processes and cash flows, to finally get a clear view of where resources come in and go out — and when.
- Optimisation of inbound and outbound treasury procedures, to shorten collection times, manage payments better and improve overall financial balance.
- Definition of internal controls and operational responsibilities, so that every financial activity has a clear owner and a codified process.
- Support in choosing and adopting management tools suited to your reality, without imposing oversized or needlessly complex solutions.
- Coordination with technology partners for system testing and configuration, to ensure the chosen tools genuinely work in the company’s operational context.
- Training for staff involved in financial management, because a good process is only as good as the people who apply it.
When this service is useful
- When cash management relies on Excel spreadsheets, established habits or workarounds that “have always worked” — but no longer hold up as the company grows.
- In companies expanding or reorganising, where existing financial processes aren’t enough to support the new complexity.
- When you need better cash-flow control to make faster, better-grounded decisions.
- In preparation for adopting new digital treasury tools, so you don’t buy technology before clarifying your processes.
- To reduce reliance on improvised solutions and give the company a financial structure that works even when people change.
Our approach
We always start from the inside: before proposing any solution, we analyse how the company actually manages its financial flows, where information gets lost and where risks pile up.
From that analysis we co-design, with the client, processes that balance two needs that are often in tension: structural solidity (clear procedures, defined responsibilities, adequate tools) and operational flexibility (solutions people actually adopt, not just on paper).
The goal isn’t to hand over a manual. It’s to leave behind a company that knows where its money is, knows what’s coming over the next few months, and has the tools to react in time.