dilynx · Executive Assessment
Anonymous · no sign-in
Company context · 1 of 5

First, let's understand the company behind your finance organisation.

A few structured questions — the way an experienced finance partner would open the conversation. Your answers are anonymous and confidential: never used to identify your company, only to build the right peer model for your assessment.

01
Annual revenue
Annual revenue is our first sizing signal — it sets the peer group we compare you against.
02
Employees
Headcount against revenue is our first read on how the business scales.
03
Industry
Different sectors put fundamentally different demands on finance.
04
Ownership
Who owns the business shapes both its ambition and its clock.
05
Countries of operation
Cross-border finance carries currency, tax and consolidation complexity a single-country peer never sees.
06
Legal entities
Complexity multiplies across entities — it is often the hidden source of finance strain.
07
Where is your headquarters located?
Your home jurisdiction sets the reporting standard and regulatory load finance carries — IFRS, US GAAP, local GAAP, SOX and tax.
08
Business model Optional
How you make money changes where cash and complexity concentrate.
Early observation
At this scale and spread, finance architecture usually starts to matter more than finance capacity — that's the first thing we'll test.
Next: how finance operates today
Finance operations · 2 of 5

How your finance function runs.

A few quick markers of how finance operates day to day — these tell us more than a cost figure ever could.

01
How large is your finance team?
This lets us judge your finance productivity — the value your team creates — not just its cost.
02
How is finance organised?
Your operating model shapes both your cost and your consistency across the business.
03
How long does your monthly close take?
Closing speed is one of the strongest indicators of finance maturity and decision-readiness.
Interesting. A close beyond a week more often reflects fragmented process than accounting complexity — we'll test that.
04
How much of your close still runs on manual effort?
Manual effort in the close is where both cost and risk quietly accumulate.
05
Your collection and payment cycle Optional
Slow collection and fast payment quietly finance your customers and suppliers with your own cash.
06
Which statement best describes Procurement? Optional
How procurement is organised shapes where your spend — and the leverage to control it — actually sits.
07
Process ownership Optional
For each core finance process, how is it run today? This maps how your finance operating model is delivered.
Purchase-to-Pay (P2P)
Order-to-Cash (O2C)
Record-to-Report (R2R)
Payroll
Treasury
Next: how finance supports decisions
Decision intelligence · 3 of 5

How finance supports your biggest decisions.

Less about forecasting mechanics, more about whether finance helps the business decide well, in time.

01
Where does your finance team's time go?
The best finance functions spend their expensive people on advice, not on reprocessing the past.
That fits a pattern we see often. A team spending most of its time processing rarely has capacity left to shape the decision.
02
How reliable is your forecast?
A forecast the business doesn't trust is one it quietly stops using.
03
How do you plan and forecast?
Planning tied to the calendar, rather than to real decisions, produces numbers that are old on arrival.
04
Is finance in the room when the big decisions are made?
Finance creates the most value when it shapes a decision, not when it reports the outcome.
Next: what's holding finance back
Transformation readiness · 4 of 5

What's holding finance back.

Knowing what you're already doing — and what genuinely constrains you — is how we make the plan realistic rather than aspirational.

01
Which statement best describes finance today?
Where finance spends its energy tells us far more than any measure of how much technology it owns.
Many teams automate before they standardise. We'll test whether that's the trap waiting here.
02
How ready are your controls for outside scrutiny — audit or a listing?
Control readiness can force the timeline regardless of the value case — we need to know if the clock is already running.
03
What is finance already working on? Select all
We build on what's underway rather than cutting across it.
04
What most limits progress today? Up to 2
The real constraint — not the ideal plan — decides what is actually achievable, and in what order.
Next: where you want to be
Executive ambition · 5 of 5

Where you want finance to be in two years.

This is the one thing only you can tell us — where you're taking the function. It anchors everything we recommend.

01
What's driving change over the next 24 months? Select all
A listing, a sale, or rapid growth each demand something completely different of finance, on a fixed clock.
When does that need to be ready?
Businesses rarely outgrow their ERP first — they outgrow their operating model first. We'll verify which applies here.
02
What should finance achieve? Up to 3
Your priorities decide which of the opportunities we surface come first.
03
In one line, what does success look like? Optional
In your own words — so the recommendations sound like your ambition, not a template.
Early observation
On a growth-and-listing profile like this, sequencing — not technology — is usually the decisive transformation question.
We'll build your Executive Brief — still anonymous
dilynx · Executive Brief

Generating your Executive Brief

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