Finance Consulting · Govern
We design and test internal financial controls — approval limits, reconciliations, segregation of duties and system access — with the documentation and evidence that support a management assertion. The work begins by mapping the financial processes and the points where misstatement or loss could occur, then designing controls proportionate to those risks. We align ERP roles and access to the segregation the design assumes, because that is where paper controls most often fail in practice. It matters because control documentation that does not match what people actually do gives false comfort, and because a single person able to both set up a payee and release payment is a common, high-impact and usually fixable weakness.
In short
Internal financial controls work designs and tests the controls that keep financial reporting accurate and assets protected. A smaller set of controls that genuinely operates is worth more than an exhaustive matrix that is never properly tested.
Start a conversationWhat we do
We document the financial processes as they actually run and identify where misstatement or loss could occur. Controls designed against an idealised process rather than the real one tend not to survive contact with daily operations. Mapping what genuinely happens is what makes the resulting control design fit the business.
We design controls — approval limits, reconciliations and segregation of duties — proportionate to the risks mapped. The aim is the fewest controls that cover the real exposures, because an overpopulated matrix is never tested properly. A lean, well-targeted set of controls is both cheaper to operate and more likely to actually work.
We align ERP roles and user access to the segregation the control design assumes. Segregation that exists on paper but not in the system's role assignments is the gap through which most control failures occur. Closing it is often the highest-impact and most overlooked part of the work.
We test whether controls operate effectively in practice and remediate the failures with evidence. A control that is designed but never tested is an assumption, not an assurance. Testing and documenting the result is what lets management assert on control effectiveness with something behind the statement.
What you receive
Documented output your teams keep and can act on without us in the room.
When this work helps
How an engagement runs
Understand the decision, the financial context, and how finance currently operates. We establish exactly what question the engagement must answer, so a business-case review and a process redesign are not confused with one another.
Review the case, processes, controls, and reporting against what the organisation needs to rely on. We report where the numbers and processes are dependable and where they rest on assumptions that will not hold under pressure.
Set out the financial approach, process design, control set, and reporting model. Definitions, ownership, and controls are documented so the improvement does not depend on us remaining involved.
Support implementation, then track cost and benefit against what was approved. We measure realised value against the criteria agreed at the outset, so the decision is held to account rather than forgotten.
Where we work
Fidova provides finance consulting from Delhi, India, and works with organisations internationally, including group structures with entities, currencies, and reporting obligations in more than one country.
Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.
Related services
Financial process automation removes manual effort from finance processes while strengthening controls and the audit trail. The discipline is to simplify the process first, so that effort is not spent automating waste.
Profitability analysis establishes where the business actually makes and loses money, by product, customer and channel. The conclusions are only as sound as the cost allocation beneath them, so the method is documented and tested rather than assumed.
Business performance management connects strategy to measures, targets, accountability and review, so that performance is managed rather than merely reported. The test of the system is whether reviews end in decisions.
Questions
Straight answers to what buyers ask us before an engagement begins.
Enquiries
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Prefer email? contact@fidovaadvisory.com
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