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We turn your company's financial management into a driver of growth and profitability

DBNG works alongside owners and executives of small and mid-sized businesses on financial management, strategic planning and value creation, and on redesigning their processes with automation and artificial intelligence, with results measured at every stage.

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Who DBNG works with

Three situations and the point of entry for each

Every engagement starts with a diagnostic that sets the baseline. DBNG supports each stage of execution and measures every result against that baseline.

  1. Profitability, Working Capital and Cash

    Who it is for
    Owners and executives of small and mid-sized businesses whose sales growth is not converting into operating profit or cash flow.
    The situation
    Margin erosion with no identified cause, capital tied up in inventory and accounts receivable, and late management information.
    How it starts
    Diagnostic of profitability by customer, product and channel, and of working capital. Improvement plan with targets measured monthly and, if the company chooses, a Fractional CFO.

    Services

  2. Processes, Data and Artificial Intelligence

    Who it is for
    Small and mid-sized businesses whose growth has outpaced their business systems, with an ERP and data in place and finance processes still manual.
    The situation
    Extended month-end close, manual reports, data fragmented across non-integrated systems and no single set of figures for decisions.
    How it starts
    Diagnostic of processes, data and automation opportunities. Implementation of digital workflows, BI and artificial intelligence agents in measured stages.

    Services

    30 finance process failures and their impact on cash and margin

  3. Value Creation and Preparation for Sale

    Who it is for
    Shareholders evaluating a sale, the entry of new partners or a succession, and private equity portfolio companies building value toward an exit.
    The situation
    Value that a buyer does not recognize or discounts: unreliable financial information, dependence on the owner or the founders, and unmanaged risks.
    How it starts
    Value diagnostic: the value levers and the risks a buyer will review in due diligence. Value creation plan with monthly follow-up and a new measurement of the company's value.

    Services

How the diagnostic works

What we do

DBNG gives small and mid-sized businesses access to the financial leadership of a seasoned CFO: professionals with more than fifteen years in the role, processes automated with artificial intelligence and a flexible model, with every result measured against its baseline.

Services

Corporate finance expertise for your company's every need

We work alongside your company on financial management, profitability improvement, sustainable growth and value creation.

CFO

Fractional CFO

Financial leadership from a seasoned CFO, under a service model sized to the maturity of the finance function and to the leadership agenda.

What is included

  • Role of the CFO. Participation in board or executive committee meetings, with an agreed monthly time commitment, performance analysis and support for capital expenditure, financing and capital allocation decisions.
  • Governance and control. Financial policies and key controls over processes, and coordination with the company's accounting firm and tax advisors, who prepare the financial statements, tax filings and regulatory submissions, and with the independent auditor. DBNG does not prepare financial statements or issue attest reports or audit opinions.

Who it is for

Companies whose growth or complexity calls for stronger financial leadership without adding permanent headcount.

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TRF

Finance Transformation

Assessment of the maturity of the finance function and redesign of its operating model: end-to-end processes, technology and automation.

What is included

  • Maturity assessment. Evaluation of processes, organization, systems and data against leading practices, with a staged roadmap.
  • End-to-end cycles. Redesign of the order-to-cash (O2C), procure-to-pay (P2P), record-to-report (R2R), acquire-to-retire (A2R) and hire-to-retire (H2R) cycles.
  • Treasury and planning. Liquidity management, and financial planning and analysis (FP&A).
  • Technology architecture. Selection of solutions and oversight of their implementation, with partners.
  • Automation and artificial intelligence. Applied across all cycles, in every activity where they add efficiency, control or analytical capacity.

Who it is for

Companies whose finance function is at an early or intermediate stage of maturity and that seek greater efficiency, control and reliability in their information.

30 finance process failures, ranked by their impact on cash and margin

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SPM

Strategic Planning and Performance Management

Design and implementation of an integrated strategic planning and performance management model, built to support decisions under uncertainty and the reallocation of resources as conditions change.

What is included

  • Scenario planning. Definition of the critical scenarios in the competitive and macroeconomic environment, and of the strategic response associated with each.
  • Dynamic strategies. A portfolio of predefined strategic options, with leading indicators and trigger thresholds that allow immediate execution.
  • Continuous updating. Monitoring of the environment and the business with technology and artificial intelligence, which keeps the plan's assumptions current.
  • Performance management. Continuous measurement by agents that compare results against the plan, identify variances and anticipate their impact.
  • Budgeting and profitability. Budgets, rolling forecasts and multidimensional profitability analysis across every segment that defines the business (product, customer, channel, region and business unit).

Who it is for

Companies exposed to volatile conditions that need a strategy kept current, timely resource allocation decisions and continuous visibility into their performance.

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CAP

Financing, Liquidity and Financial Risk

Design of the company's financing strategy and of its liquidity and financial risk policies, and evaluation of its capital projects against value creation criteria.

What is included

  • Capital structure and financing. Definition of the optimal structure for the company (debt level, maturity profile, currency and dividend policy) and evaluation of bank and capital markets financing alternatives, with the financial information required by lenders and investors.
  • Working capital. Strategies to optimize receivables, inventory and payables, aimed at shortening the cash conversion cycle and reducing operating financing needs.
  • Capital projects. Economic evaluation of the company's capital projects (expansion, equipment, acquisitions), with return, risk and scenario analysis.
  • Liquidity planning. Cash flow forecasting and identification of surplus cash and its time horizon (short, medium and long term).
  • Financial risk policy. Measurement of the company's exposure to exchange rates and interest rates, and definition of risk limits and of natural or operational hedges (matching of currencies, prices and debt). Any use of derivatives is decided by the company with its banks and registered advisors.
  • Service limits. The structuring and placement of securities, and the selection and execution of financial instruments, are handled by the company's banks and by registered broker-dealers and investment advisers.

Who it is for

Companies evaluating how to finance their growth, optimize their capital structure, manage their liquidity or measure and limit their exposure to financial risks.

Talk to us about your company

VAL

Value Creation and Preparation for Sale

DBNG's value creation methodology evaluates the company by the criteria a buyer or investor would apply, drives the plan to increase its value and prepares the company for a transaction.

What is included

  • Shareholder objectives. Alignment of the company's goals with the shareholders' personal and ownership goals, which guide the process.
  • Value assessment. Normalized earnings, industry benchmarking and the company's value range, with an evaluation of how a buyer would view the company and of how prepared it is internally, and quantification of the gap between current and potential value.
  • Value creation plan. Initiatives that first protect value and then increase it, across the company's team, customers, processes and culture.
  • Execution and measurement. Ninety-day cycles, with monthly follow-up and a new measurement of the company's value.
  • Decision and transaction. Periodic assessment of whether to grow or exit, analysis of exit alternatives and support on the financial aspects throughout the process. DBNG does not solicit buyers or investors or act as a broker in the transaction.

Who it is for

Shareholders considering a sale, bringing in new equity partners or a succession, and companies seeking to increase their value on a sustained basis.

Talk to us about your company

Where to start

Every engagement begins with a diagnostic that establishes your company's baseline, its priorities and the order in which to address them. The diagnostic is yours to keep, whether or not you continue with DBNG.

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About us

Finance, business process and artificial intelligence expertise, at the same table

DBNG brings together executives who have served as CFOs and COOs for more than fifteen years. The team stays current on advances in artificial intelligence and builds them into DBNG's methodology, so that every implementation starts from the client's processes and numbers.

Every client has a named lead who knows the business, takes part in its decisions and measures every result.

Send us your inquiry

Complete the form with your company's details and the topic you would like to discuss. You can also write to us at info@dbngadvisory.com.

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