Measurable outcomes.Real transformations.

Twelve autonomous parishes reconciled tithes and offerings on disconnected spreadsheets. The board could not answer basic stewardship questions and external audit findings were repeating year over year.

Deployed a unified chart of accounts, restricted-fund tracking and a shared QuickBooks Online tenant with parish-level classes. Instituted a monthly close calendar with partner-level review before board release.

1. 1Week 1–2: Diagnostic, fund mapping and stakeholder interviews with senior pastors and treasurers.
2. 2Week 3–6: Chart of accounts rebuild, opening balance migration, contribution-management integration.
3. 3Week 7–10: Parallel run, treasurer training and dashboard rollout to the board of trustees.
4. 4Week 11+: Monthly close operated by Soteria virtual accounting team with quarterly stewardship review.

Board now receives a consolidated stewardship pack by the 7th of every month. External audit issued a clean opinion with zero management-letter points in the first full year.

A three-campus secondary school could not reconcile fee collections with enrolment. Bursary was manually invoicing 2,400 learners each term with recurring parent disputes and rising receivables.

Implemented a school-native billing engine integrated with the SIS, migrated to accrual accounting and stood up a receivables desk with escalation SLAs and parent-facing statements.

1. 1Diagnostic of enrolment vs billed vs collected across three campuses and six fee categories.
2. 2Rebuilt fee structure, discount matrix and scholarship register with the head of school.
3. 3Integrated SIS with QuickBooks via middleware; automated term-opening invoices.
4. 4Trained bursary team and stood up weekly receivables review with the principal.

First full term after go-live, the school billed every enrolled learner, cut disputes by 71% and collected 96% of tuition by week four.

A 220-bed hospital was writing off millions in denied HMO claims. Coding was inconsistent across departments and finance had no line of sight into claim status until denials arrived.

Deployed a revenue-cycle management workflow with pre-authorisation, coding QA and claims analytics. Rebuilt costing by service line and armed the CFO with weekly leakage dashboards.

1. 1Mapped the end-to-end revenue cycle from admission to remittance across 14 HMOs.
2. 2Introduced pre-auth and coding checkpoints; retrained 42 clinicians and coders.
3. 3Automated claim submissions and aging via the HIS + BI layer.
4. 4Instituted a weekly denials war-room chaired by the medical director.

Denied-claim rate fell from 21% to 6%. Cash position improved by ₦640m within two quarters and the hospital funded a new imaging suite from internal cash flow.

A donor-funded NGO managing eleven concurrent grants had commingled restricted funds and could not produce grant-by-grant burn reports on demand. A pending USAID audit threatened future funding.

Rebuilt fund accounting with grant, donor and project dimensions. Instituted timesheet-based cost allocation and a monthly donor-report factory delivered by Soteria's virtual grants team.

1. 1Grant portfolio diagnostic against OMB Uniform Guidance and donor agreements.
2. 2Chart of accounts rebuild with grant/donor/project analytics dimensions.
3. 3Deployed timesheet and allocation engine; retrained programme managers.
4. 4Monthly donor pack production and audit-ready evidence library.

USAID audit closed with zero questioned costs. The NGO won two additional grants totalling $7.4m within twelve months on the strength of its compliance record.

A mid-market beverage manufacturer priced 87 SKUs on rules of thumb. Rising input costs were quietly eroding margin and management had no visibility into per-SKU profitability.

Implemented standard costing, BOM discipline and monthly variance analysis. Built a manufacturing dashboard covering yield, scrap, labour absorption and contribution by SKU and channel.

1. 1Product cost diagnostic across 87 SKUs and 3 production lines.
2. 2Rebuilt BOMs and routings; introduced standard costs with monthly rolling review.
3. 3Deployed Odoo Manufacturing + Power BI for real-time yield and variance tracking.
4. 4Executive dashboards and pricing council chaired monthly by the MD.

Repriced 22 loss-making SKUs, discontinued 6 and negotiated 3 supplier contracts. Gross margin expanded from 27.4% to 33.8% within nine months.

Four properties operated four different PMS + POS combinations. Night audit was inconsistent, F&B pilferage was suspected and the group had no unified P&L by property or department.

Standardised the PMS/POS stack, deployed a group chart of accounts, and rolled out uniform night-audit and inventory controls. Delivered daily flash reports and a monthly USALI-compliant pack.

1. 1Diagnostic across PMS, POS, procurement and payroll for all four properties.
2. 2Selected and rolled out unified PMS + POS with SOP retraining.
3. 3Rebuilt USALI-compliant chart of accounts and departmental P&L.
4. 4Daily flash reports and monthly performance review with GMs.

Group-wide RevPAR rose 28% year-on-year, F&B cost fell 6.2 points and management gained a single pane of glass across the portfolio.

A regional law firm knew its revenue but not its true profitability. WIP and unbilled fees were ballooning and partner draws were disconnected from performance.

Implemented practice-management billing discipline, monthly partner P&Ls and a rolling 13-week cash flow. Introduced a lock-up committee with weekly cadence.

1. 1Diagnostic of matter lifecycle from engagement to collection across 4 practice groups.
2. 2Rebuilt WIP policy, billing guidelines and matter budgeting templates.
3. 3Deployed practice management + BI layer with partner-level dashboards.
4. 4Weekly lock-up committee and monthly partner performance review.

Lock-up dropped from 132 to 91 days. Partner profits per equity partner rose 34% within the first full year.