Scaling problems
“What we do doesn't scale.”
Growth exposes the parts of a business that were held together by familiarity. The answer is structure that can be copied: a second site, a second company or a second country should be configuration, not a rebuild.
What it looks like day to day
- Processes that depend on one person remembering
- A new entity or site takes months to set up properly
- Headcount grows faster than output
- Every new customer adds administrative work
What changes
Same capabilities. One system instead of several.
The modules below are the ones that answer this problem. On the left of the switch they are where most businesses keep them today; on the right they are on one engine, reading and writing the same records.
Tangled
The same capabilities, spread across tools that were each the right answer to a smaller problem.
How G1 approaches it
- Standardise the chart of accounts and dimensions once, reuse everywhere
- Add entities and sites as configuration, not as projects
- Write the process into the system so it survives a handover
- Add modules when the business needs them, not up front
Modules
What you would actually switch on.
Activated when they earn their place, not sold as a suite. The status on each one is the real one.
- AvailableExplore
Consolidation
Group numbers without a month of spreadsheet surgery.
- AvailableExplore
Management accounting
Cost centres, projects and budget versus actual on the same ledger.
- In developmentExplore
Workflow
Approvals and routing across the business, not just finance.
- PlannedExplore
Headcount
Who you employ, what they cost, and what is approved.
- In developmentExplore
Processes
Your operating procedures, modelled instead of remembered.
Where it shows up
Industries where this is common.
Not a claim about who we work with — a note on where this situation tends to appear.
The human layer
Technology when you need it. Expertise when you need it.
Some of this is configuration. Some of it is a decision someone has to sit down and make with you. These are the people-shaped parts of solving this particular problem.
Systems architecture
A view of the whole estate rather than one system at a time. Which tool is the system of record for what, how data moves, and what happens when you add the next one.
- One system of record per kind of data
- Integrations that reduce work rather than add it
- A path for the next system, before it arrives
Transformation
New software on an old process buys very little. Transformation work redesigns the process first and then uses the system to hold it in place.
- Process redesigned before it is automated
- Responsibilities and approvals made explicit
- A plan that survives the person who wrote it
Fractional finance leadership
For businesses that need a finance director's thinking but not a finance director's salary. Planning, reporting discipline, lender and board conversations, and honest advice.
- A plan and a forecast the owner believes
- Board and lender reporting that holds up
- Someone accountable for the numbers
Usually next to it
Problems that tend to travel together.
Scaling problems
Tell us how this actually plays out in your business.
We will show you which parts of G1 apply, what is live today and what is not — and say so when the answer is that you do not need us.