Ready for the Bank in Weeks, Not a System Rebuild

The situation

Built over nearly thirty years into six divisions, each its own entity under a single capital structure, on healthy EBITDA. The owners were preparing to meet buyers, with a refinancing as the fallback if a sale did not come together. Then the founder had to step away from the business for personal reasons, and the timeline stayed where it was.

The problem

Going to market meant producing numbers the group did not have. Each division kept its own books on desktop accounting software, with no controller on the ground and no consolidated view. Two years of records were incomplete, so there was nothing a buyer or a lender could rely on and no way to explain performance with confidence. The firms it approached would only take the job on their own terms, starting with a full system migration. That migration was the wrong trade.

The approach

Gentyx worked inside the systems already in place, entity by entity. Two weeks in the offices with the finance team rebuilding the 2025 and early 2026 records to US GAAP, then working back into 2024. Bank, tax, cash flow and receivables were reconciled for every division and rolled up into a single consolidated view of the group. Weekly cash balances were put under watch, the month-end steps were documented so the team could repeat them, and that team was trained to hold the discipline under remote oversight.

The results

The group came out with complete financials by entity for 2025 and the start of 2026, in a form a buyer or a lender could work with. Management could account for performance division by division instead of explaining gaps. On the strength of those numbers the company put an interim working capital line in place, which kept a still growing business properly funded while the transaction process moved ahead. With the pressure off, the owners came back to modernize the finance function on a timeline they could now choose.