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Performance Improvement

Today’s volatile business environment requires an intense focus on earnings and cash with an eye on also developing a competitive advantage. Riveron helps organizations improve their overall performance by implementing and driving solutions targeting revenue growth, cost management and working capital optimization.

Our functional leadership and expertise is focused on improving business processes, enabling technology and aligning the enterprise operating model for growth and achieving strategic objectives. We target your core areas of finance and operations to increase profitability and improve cash flow.

Riveron’s practical, results driven approach delivers immediate impact to your business.

Offerings

Technology Enablement
Finance Optimization
Operating Model Advisory
Supply Chain Improvement
Program Change Management
Performance Accelerator

Riveron implements scalable financial system for carved-out entity

A $200 million payment processing solutions provider, was carved-out of its $20 billion publicly traded on a foreign exchange parent entity. Riveron was initially engaged to prepare historical carve-out financial statements and provide technical accounting and audit support. Our team was then asked to ensure the carved-out entity could successfully operate as a standalone business with a new, high-functioning finance and accounting department.  To achieve this goal, we successfully implemented NetSuite, developed scalable business processes and provided visibility into financial performance, KPIs and company direction for all stakeholders.

Riveron optimizes financial processes resulting in cost savings

Riveron guided an environmental waste management company, a portfolio company of the Private Equity client, in their efforts to improve cash flow visibility, alleviate daily borrowing availability issues, and re-engineer their procure-to-pay process with an emphasis on reducing the Company’s outstanding A/P balance. Riveron optimized the Company’s financial situation by developing new FP&A tools, creating a procure to pay future state roadmap, shifting external services in-house and automating the borrowing base template – the latter resulted in increased borrowing availability of $200-300k and allowed the CFO to shift greater focus to strategic initiatives.

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