Client case studies

Since it began in 2008, Lind & Schultz has carried out hundreds of different assignments for clients in a range of industries and companies of various sizes. Common for all assignments is that they require a great deal of experience, knowledge and working methodology within financial consulting. Here are details of some of the assignments we have carried out in our three business areas – Interim Assignments, Specialist Assignments and Project Management.

Interim assignments

Finance manager in change projects at a real estate company

The real estate company had implemented several change projects. The Lind & Schultz consultant filled the vacancy of finance manager. The role of acting finance manager included duties such as reporting, analysis and employee management. The consultant was also able to work with the real estate company’s ongoing change process. The assignment lasted around four months until a new finance manager was in place. Once the interim assignment was completed, the real estate company wanted the consultant to continue on various development projects on a part-time basis.

Finance manager improved processes at a service company

The company needed a temporary finance manager until it was able to recruit a new one. It was important that the consultant was able to slip into the role quickly. Duties included financial reporting, financial management, financial statements, controlling, forecasting and budgeting. The consultant was also required to review and improve the processes and procedures. The consultant reported to the company’s CFO.

Consultant prepared annual accounts at listed security company

The person responsible for the consolidated financial statements at the listed security company was on parental leave. A qualified consultant was brought in to cover the parental leave period in the role of Group Finance Manager. The consultant also prepared annual accounts in accordance with IFRS and managed all tax accounting.

Project management position as Business Improvement Manager at a systems and consultancy company

The systems and consultancy company needed a project manager in the role of Business Improvement Manager for one of the company’s business areas to cover parental leave. The consultant led a planning project within the business area and was responsible for implementation and follow-up. The consultant reported to the company’s CFO.

Specialist assignments and additional expertise

Real estate company engaged several consultants ahead of IPO

A real estate company was planning to be listed on the Stockholm Stock Exchange. A lot of work was required ahead of the IPO, particularly in the finance department. One of the company’s key personnel was also on parental leave. To ensure that the work to produce information ahead of the IPO would be done efficiently and be of high quality, the company chose to engage several experienced consultants who had previously worked on similar tasks. The consultants worked together and in consultation with the company’s own finance department. The work involved preparing consolidated financial statements in accordance with IFRS and producing a prospectus, annual report, etc.

Accounting consultant support as insurance company implemented new regulatory framework

The insurance company faced major challenges when key personnel left and the company needed specific skills as a new regulatory framework was to be implemented shortly. The company reinforced its finance department with qualified accountants, who provided support with financial statements and participated in the project relating to the new regulatory framework.

Consultant support as bank introduced IFRS and FINREP

One of the major banks needed support with the introduction of new regulations, including IFRS and FINREP. The consultant assisted for several months and worked on the project together with the existing staff.

Project management

Project manager produced financial handbook for real estate company

The company needed to produce a financial handbook to provide a structure for processes and procedures for its subsidiaries. Producing a financial handbook involved developing the company’s financial processes, reducing risk and documenting the expertise within the company. The financial handbook brought together important documents such as responsibility and authority (authorisation hierarchy), accounting principles, accounting process, financial planning, etc. The consultant carried out the work together with the company’s own staff.


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