Accounting and Outsourced Services

Why should you pay a resource for more than the time needed to perform a given function? You take care of your business, we take care of your administration

In an increasingly competitive economic scenario, companies ask their Finance department more than a timely financial reporting and an effective budgeting and reporting system. 

Businesses need economic and financial data to provide quick and consistent answers to their questions, identifying effective solutions to their problems and developing predictive approaches that help them design tomorrow's strategies. Therefore, finance is increasingly at the side of the business and increasingly central to decision-making processes. 

Thanks to the evolution of information systems and the gradual digitization of processes, many of the administrative-accounting functions, especially the more transactional ones, have become susceptible to efficiency, making it possible to make economic-financial data needed to run the business available in a more timely manner. 

Combining financial information and performance indicators with external data sources such as macroeconomic and demographic information, social media, and big data help to support increasingly agile, accurate, and fast analysis. 

Outsourcing can be the right answer to make the entire administrative-accounting management of any type of business, whether large, medium or small, and of the most diverse product sectors, economical, flexible and efficient. Our experiences are mainly gained in the following areas:

• Subsidiaries of foreign groups
• Service companies
• Professional firms
• Consulting companies
• Commercial/ distribution companies
• Start-ups
• IT companies
• E-commerce companies

Outsourcing, a viable answer to common business problems

Outsourcing of administration, finance and control services can provide a concrete and definitive answer to the problems that not infrequently plague companies that continue to insource them, such as: 

• low availability of skilled resources on the market
• aging administrative-accounting staff
• difficult employee retention, especially in large cities
• high costs of recruitment, selection and training of staff
• poor technological aptitude of a large part of administrative resources
• inefficient allocation of resources: fractionalization and cyclicality of administrative operations, with inevitable peaks and troughs in activities
• heterogeneous skills and levels of specialization that often do not justify FullTime Equivalent figures
• high number of hours for technical/IT training and on legislative/regulatory news
• considerable time spent on relationships with one's own tax firm especially when approaching deadlines and preparing financial statements
• burden of fixed costs (real estate, furniture, hardware, software, utilities, security, etc.)
• full assumption of the risks associated with managing employees, especially in the case of pathological situations
• compliance risks and thus exposure to the risk of sanctions
• not always efficient support to management for decision making and for the correct and smooth management of intra-group relationships

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