Digital Employee for finance teams

For finance teams in mid-sized and large companies

Less time chasing data. More time understanding the numbers.

As volumes grow and more departments and systems are involved, preparing the numbers takes more work. A Digital Employee can support invoice processing, reconciliations and month-end preparation within agreed workflows and permissions. Your team retains control of exceptions, approvals and decisions.

Discuss your finance process

A conversation about your team's volumes, systems and approval steps.

Explore work you could delegate

The work behind the numbers

Month-end close starts long before the last day.

Every manual step repeats across new documents, cost centres and business units. A missing file or a stalled approval can hold up several people. Meanwhile, the team needs to prepare numbers the business can use to make decisions.

Scattered documentsInvoices and supporting records spread across emails, folders, business systems and operating units.
Items still to matchRecurring volumes of transactions to match, with differences to assign to the right person.
Approvals to follow upRepeated follow-ups between finance, procurement and budget holders.
Dependencies at closeClose and reporting work waiting for files and confirmations from other departments, sites or group companies.

Six areas to assess

Which work would you like to take off your team's hands?

These are examples of processes to assess together. The assignment is defined around your volumes, systems, data and approval levels, starting with a scope that can be checked.

Supplier invoices

Collect documents, extract agreed fields and compare the invoice, purchase order and evidence of receipt where available. Flag possible duplicates and missing information, respecting the companies and responsibilities involved.

What your accounts payable team receivesA summary with source references, matches and differences to assign to the right owner.

Reconciliation support

Compare transactions and records using authorised data and agreed rules. Prepare possible matches while distinguishing accounts, companies and currencies.

What your team receivesA proposed reconciliation with unmatched transactions and uncertain cases highlighted for the relevant team.

Month-end preparation

Organise checklists and document collection, follow up on outstanding requests and update the status for the units involved.

What your team receivesA view of completed preparation, blockers, dependencies and owners to help co-ordinate the close.

Accounts receivable

Organise due dates and prepare reminder drafts, taking known disputes and company policies into account.

Prepared for reviewA list of outstanding items to check and communications to approve.

Management reporting

Gather data from agreed sources and prepare comparisons against budgets or previous periods by unit or cost centre, where those dimensions are available.

Prepared for reviewDraft reports showing variances, sources and missing information. Your team interprets the causes.

Preparing cash visibility

Organise known due dates, expected receipts and planned outflows using the data available.

Prepared for reviewA schedule with explicit assumptions to verify; neither a guaranteed forecast nor an instruction to pay.

Where several companies or currencies are involved, we verify the scope and separation of data. These examples do not imply automatic consolidation, intercompany eliminations or currency conversion. Sustainable volumes are measured on the agreed process.

From document to decision

An invoice arrives. Your team receives the point to check.

Illustrative example with fictitious data

The documents arrive.An invoice and its purchase order reference are received.
The values are compared.The available data is gathered and checked against the same basis.
A difference is highlighted.A summary is prepared for the person responsible for the review.
A person decides.The responsible person determines the next step. No payment is initiated.

This is an editorial illustration, not a customer case or a live product demonstration. A difference requires review; it does not establish an error or fraud.

Prepared for the reviewer

Invoice review summary

Illustrative example with fictitious data

Invoice: F-1042
Purchase order: PO-208
Business unit: North site — fictitious
Review owner: Site procurement team; final approval follows the company's approval matrix.

Invoice amount, excluding tax: EUR 1,250.00
Order amount, on the same basis: EUR 1,000.00
Difference to review: EUR 250.00

Status: awaiting review by the responsible person

Proposed next stepCheck with procurement whether the difference is authorised.

Responsibilities and boundaries

Your finance team stays in control.

An assignment gives the digital employee a defined role: preparing comparisons, documents and proposals within agreed responsibilities.

Together, we define who can view the data, who prepares the work and who approves it. We check the conditions needed to begin with Finance, IT, security and, where relevant, procurement.

Explore security and access

Authorised sourcesWhich records, documents and systems may be consulted, and within which company boundaries.
Permitted operationsWhat the digital employee may prepare or do within the assignment.
When a person is neededWhich thresholds, exceptions and missing data require intervention.
Approval and evidenceWho approves the next step and which sources and checks they need to receive.

Sensitive decisions remain with authorised people.

Payment approval, changes to supplier bank details, sensitive postings and adjustments, sign-off of the close and treasury decisions remain with authorised people.

Distinct roles, separation between companies, traceability, error handling and operational continuity are requirements to agree and verify in the intended configuration. Missing information must be flagged and requested, never invented. Operational records and security measures are defined around the actual setup.

A practical starting point

One defined process. A result to measure.

The first conversation assesses feasibility, starting with the work your team does today.

Choose the process
Work with its owner to identify a recurring process, its volumes, data sources and current manual work.
Agree the initial scope
Define one company, unit or document type with Finance and IT. Agree access, approvals and exception handling.
Review the result
Assess preparation and review time, completeness and output quality. Extend only on the basis of results and capacity that have been verified.

Time released is capacity regained. It does not automatically mean a reduction in costs or headcount; any financial case needs explicit assumptions. Explore the existing ROI calculator.

How Digital Employee works

Before you begin

Questions from finance teams.

Can it work across several ERPs, sites or companies?

First we define the scope and check sources, permissions and integration options. Compatibility is assessed for the systems involved; access across companies and automatic consolidation are not assumed.

Can it authorise payments or change an IBAN?

Those actions remain with authorised people. The examples on this page concern preparation, checks and escalation to the responsible person.

What happens if data is missing or does not match?

The case is flagged for review with the available sources. No data is invented to complete the work.

Does it replace our finance team?

It supports recurring work. Your team retains judgement, approvals and responsibility, with more capacity for work that needs its expertise.

How is financial data handled?

Access, providers, retention and protections are assessed against the actual configuration. See our approach to security for the points to verify.

Which process should we start with?

Choose a frequent, bounded activity with available sources and an output that can be checked, such as document collection or preparation for a reconciliation.

How do we assess the project with IT and security?

We agree sources, access, responsibilities, protections and operating conditions for the intended configuration. Any extension follows technical and operational checks.

Start with your team's work

Which task would you like to take out of your next month-end close?

Choose a process with recurring volumes and several review steps. In an initial conversation with the finance lead, we define the problem and involve IT and other stakeholders where needed to assess feasibility.