Dozens of accounts, constant cash gaps — and extra taxes on internal transfers.
SITUATION
A service network — owned stores plus franchises, €4-5M revenue. Several legal entities, dozens of bank accounts. The owner came with two requests — profitability and clarity. The second hurt most: how much does each store actually make, why is one cash-rich and another empty — no answers. The solution felt technical: change the accounting software. But the issue wasn't software — it was that the group had no money structure.
WHAT WE FOUND AND DID
- Locked in correspondence: one store — one entity — one bank account — its own P&L
- Set up rolling cash flow planning per store and the group
- Built plan-vs-actual control — variance visible early
- Eliminated chaotic transfers between sole-traders — and the tax on them
- Cut the number of bank accounts to a working minimum
RESULT
| Cash gaps | Stopped |
|---|---|
| Stores | All self-sustaining, no transfers |
| Tax on internal transfers | Gone |
| Bank accounts | Tangle → clear structure |
| Owner | Sees what each store earns, where cash moves |
No software fixes a place with no structure. The chaos wasn't in the tool — it was that the group's money wasn't tied to anything.