Client Stories
Real transformations across ERP implementation, FP&A and CFO advisory, and technical accounting - each told simply: where the client started, what Contetra did, and the outcome they were left with.
Showing 61 results
IRIS Business solutions - BI Tool
IRIS Business Solutions (IRIS RegTech) is a RegTech SaaS company providing cloud-based platforms for regulatory compliance, financial reporting, and digital filings. It enables enterprises and regulators to automate XBRL/iXBRL, ESG, tax, and statutory reporting with high data accuracy. IRIS serves regulators, banks, and corporates globally, driving standardised, transparent, and efficient compliance workflows.
- Monthly sales order data was available only as raw system dumps, requiring extensive manual intervention before it could be used for reporting.
- Finance teams spent significant time on data cleaning, reconciliations, and complex Excel-based workings for revenue, ARR, profitability, and regional analysis.
- Board and leadership presentations were prepared manually every month, increasing turnaround time and dependency on individuals.
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- Limited ability to slice, drill down, or view trends dynamically across customers, regions, business lines, and mandates.
- High operational effort resulted in delayed insights, risk of inconsistencies, and reduced strategic focus for the finance function.
- Designed and deployed a centralised Power BI analytics framework directly integrated with IRIS's sales order and finance data.
- Built a standardised data model with pre-defined logic for key metrics such as Revenue, ARR, Budget vs Actuals, EBITDA, and Receivables Aging.
- Enabled interactive dashboards with drill-downs by geography, customer, segment, mandate, quarter, and business line.
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- Created Board-ready visual narratives, eliminating the need for manual PPT and Excel-based reporting.
- Established a scalable and reusable reporting layer, ensuring consistency, accuracy, and faster monthly close and review cycles.
- Eliminated manual MIS and Board presentation effort
- Single source of truth for revenue and performance metrics
- Deeper, faster insights through interactive drill-downs
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- Improved decision-making velocity for leadership teams
- Finance teams shifted focus from reporting to strategic analysis
IRIS Business solutions - RPT Tool
IRIS Business Solutions (IRIS RegTech) is a RegTech SaaS company providing cloud-based platforms for regulatory compliance, financial reporting, and digital filings. It enables enterprises and regulators to automate XBRL/iXBRL, ESG, tax, and statutory reporting with high data accuracy. IRIS serves regulators, banks, and corporates globally, driving standardised, transparent, and efficient compliance workflows.
- IRIS was developing a Related Party Transactions (RPT) compliance tool for Reliance industries to address increasing regulatory complexity under SEBI LODR, Ind AS, and Companies Act.
- Regulatory interpretation, inclusion/exclusion logic, aggregation rules, and disclosure formats required deep functional expertise to avoid compliance gaps.
- Manual, spreadsheet-driven RPT processes across entities resulted in high effort, inconsistent interpretation, and audit risk.
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- The product team required a functional consultant who could translate regulatory intent into clear system logic and scalable workflows. There was a need to drive this tool developed for Reliance, to make it a standard tool.
- Acted as the Functional Consultant for the end-to-end design and build of the RPT tool.
- Interpreted SEBI LODR, Ind AS, and Companies Act requirements and converted them into business rules and functional specifications.
- Defined process flows from transaction capture to Audit Committee and Board disclosures.
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- Worked closely with the technology team to ensure regulatory accuracy, usability, and market readiness of the product.
- Provided ongoing guidance during UAT, rollout, and post-implementation enhancements.
As a result of Contetra's functional consulting support, IRIS successfully delivered a regulation-aligned, market-ready RPT compliance solution with regulatory logic embedded directly into the product. Manual, spreadsheet-driven RPT processes were replaced with a standardised, system-led framework, enabling faster, more accurate, and consistent disclosures across entities and reporting periods. The solution now…
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generates Audit Committee-ready and Board-ready outputs with complete traceability, significantly reducing regulatory interpretation risk and strengthening governance and audit readiness. This positioned IRIS with a scalable RPT platform capable of supporting future regulatory changes and enterprise growth.
upGrad
upGrad is a leading EdTech company operating in the online higher education and professional upskilling space. The organisation delivers industry-aligned certification and degree programs in partnership with global universities and industry experts.
The client faced challenges with fragmented processes across their newly acquired KnowledgeHut and Centum Entities, manual interventions, inconsistent data handling, and complex tax requirements across multiple geographies. The project scope included implementing SAP Fiori applications for the full O2C and P2P cycles, streamlining processes across all 18 entities, enabling tax accuracy, and driving organisation-wide…
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adoption through structured change management. The organisation aimed to adopt SAP Fiori to standardise operations, improve user experience, and ensure accurate, real-time financial and tax compliance across nations like USA, Singapore, UK, Nigeria, Kenya, Uganda, Zambia and Malawi.
A SAP Fiori-driven solution was implemented to standardise and streamline end-to-end Order-to-Cash (O2C), Procure-to-Pay (P2P) and Finance processes across all entities. A global process framework was defined to address country-specific tax, statutory, and reporting requirements, ensuring compliance while maintaining standardisation. Data handling and validations were standardised to improve accuracy and reduce…
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manual interventions. Change management and adoption were key focus areas of the implementation. This included structured user training across wider teams within India, clear process documentation and stakeholder alignment, to ensure smooth transition and organisation-wide adoption. The solution established a scalable operating model with improved process efficiency, enhanced compliance, and reliable real-time financial and tax reporting at both entity and group levels.
- The implementation resulted in standardised and streamlined O2C and P2P processes across all entities, significantly reducing manual interventions and process variations. Users gained a consistent, role-based experience through SAP Fiori, leading to faster transaction processing and improved adoption across geographies.
- The organisation achieved enhanced visibility into operational and financial data with real-time reporting at both entity and group levels. Tax accuracy and statutory compliance were strengthened through embedded validations and country-specific configurations. Overall, the solution enabled a scalable, compliant operating model, improved process efficiency, and better governance across multi-country operation
Sundaram
Sundaram Books is a publishing and distribution company operating in the books segment, with a diversified sales model spanning distributors, retailers, and direct institutional sales along with Sundaram E-Learning that operates in the digital education space, delivering academic content through it's Online Platform.
- Sundaram Books and Sundaram E-Learning were operating with highly manual and fragmented processes across functions. Core activities such as production planning, inventory tracking, , procurement, and billing were largely managed outside the system, resulting in limited control, data inconsistencies, and operational inefficiencies.
- There was no structured production process or system-driven visibility into raw material, work-in-progress, and finished goods inventory. Order-to-Cash (O2C) and Procure-to-Pay (P2P) processes lacked standardisation, with manual interventions at multiple stages, leading to delays, errors, and difficulty in tracking order status, costs, and profitability. The absence of integrated workflows and real-time reporting restricted management's ability to make timely and informed decisions.
- A unified ERPNext solution was implemented to standardise and streamline core business processes across Order-to-Cash (O2C), Procure-to-Pay (P2P), Finance, Inventory, CRM, and Sales. End-to-end process frameworks were defined and configured to replace manual and ad-hoc practices with system-driven workflows.
- Production and inventory processes were structured to enable accurate, real-time tracking of raw materials, work-in-progress, and finished goods. Sales and CRM processes were aligned to ensure consistent lead management, order processing, pricing, invoicing, and customer data management. Finance processes were integrated across modules to enable automated accounting entries, improved controls, and reliable reporting.
- Standard approvals, validations, and controls were embedded across O2C and P2P cycles to improve data accuracy and process governance. User training, documentation, and phased rollouts were carried out to ensure consistent adoption and effective process execution across teams.
- The organisation achieved standardised, system-driven operations across O2C, P2P, Finance, Inventory, CRM, and Sales. Manual interventions were significantly reduced, and process execution became faster, more controlled, and auditable.
- Inventory and production visibility improved with accurate tracking across all stages, while sales and finance teams gained real-time insights into order status, receivables, payables, costs, and profitability. Overall, the implementation established a scalable and disciplined operating model, improved cross-functional coordination, and enhanced management visibility and decision-making.
Neysa.ai
Neysa.ai is a technology-driven organisation operating in the artificial intelligence and data platforms space, providing AI-enabled solutions and services to enterprise and mid-market clients.
- Neysa.ai did not have formally defined internal policies or standard operating procedures across key business functions. Critical processes across Order-to-Cash (O2C), Procure-to-Pay (P2P), People Operations, Finance, and Treasury were largely undocumented. Scope of Work included:
- Conducting detailed process walkthroughs and gap analysis across O2C, P2P, People Operations, Finance, and Treasury
- Defining end-to-end process frameworks aligned with business needs and best practices
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- Developing comprehensive policies and Standard Operating Procedures (SOPs) for each function
- Establishing roles and responsibilities, approval matrices, and control checkpoints
- A structured process transformation approach was adopted across Order-to-Cash (O2C), Procure-to-Pay (P2P), People Operations, Finance, and Treasury. Detailed process walkthroughs were conducted with key stakeholders to document current-state practices and identify control, efficiency, and governance gaps.
- Based on the findings, end-to-end process frameworks were designed for each function, clearly defining activities, roles, ownership, approvals, and handoffs. Comprehensive policies and Standard Operating Procedures (SOPs) were developed to formalise operations, establish governance, and ensure consistency in execution across teams.
- Approval matrices, control checkpoints, and reporting structures were embedded within the process designs to strengthen oversight and accountability. Practical, implementation-ready recommendations were provided to address identified gaps and align processes with industry best practices. All deliverables were designed to be system-agnostic yet ERP-ready, enabling seamless adoption into future technology implementations and supporting scalable growth.
Neysa.ai established a clearly defined and documented operating model across Order-to-Cash (O2C), Procure-to-Pay (P2P), People Operations, Finance, and Treasury. The introduction of formal policies and SOPs brought consistency, clarity of ownership, and stronger governance across business functions. Overall, the engagement strengthened internal controls
Vtrans
- There are 4 BUs namely Vexpress, Vtrans, Vlogis, Ecomm - VX VL were recently moved to Oracle, Support for Oracle was not available - VT Ecomm was scheduled to go live on 11th Nov. Internal finance team was not able to drive project due to bandwidth issues
- VX VL support issues were taken for resolution and closed in record time.
- Audit related issues were taken on priority and helped close audit in time
- VT Ecomm process was mapped as per business requirement
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- Entire UAT and training issues were conducted with and front ended by Contetra
- VX VL support issues were reduced from approx 210 items to 0 in 3 months
- VT Ecomm went live on scheduled date with data migration activity completely owned by Contetra
Engagement delivered; outcome details available on request.
Multiplier
- New system implementation of Microsoft D365 - old period data for 9 months to be migrated to new system
- Contetra took over turnkey project and owned it on both functional and technical side
- Data migration for 9 months was taken as a separate project
- Project went live on scheduled date
- User training and handholding was done by Contetra
- Data migration activity with reconciliation was completed in 2 months post going live
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- Suggested & developed multiple exel based tools to overcome std BC limitations
Engagement delivered; outcome details available on request.
Prudent
- New system implementation of SAP B1 - old period data for 12 months to be migrated to new system - Revenue assurance with individual insurers were not available due to quantum of data. This is industry wide problem.
- Contetra played active role as functional partner and help successfully implement SAP B1
- Many process were redefined to bring in efficiency and better monitoring of business
- Macro/ power query based tool developed and deployed to enable revenue reconciliation with individual brokerage statements
- Project went live on scheduled date
- User training and handholding was done by Contetra
- Data migration activity with reconciliation was completed.
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- MDM activity took over as a separate enuring system hygeine
- Suggested & developed multiple exel based tools to overcome std BC limitations
Engagement delivered; outcome details available on request.
IRIS
- No centralised tool for reporting
Developed a consoliadted reporting solution
Engagement delivered; outcome details available on request.
KNAV
- KNAV has issued corporate credit cards to their employees for T&E expense - Recording these transactions in Netsuite is time consuming and cumbersome activity
Proposed file based integration with each of the credit card with all the workflows in place.
Savings in approx 20 manhours per month
Engagement delivered; outcome details available on request.
Kale
- New system implementation of Oracle Netsuite - We are helping in designing solution and project management
- All critical solutions are designed by Contetra
- Project milestone is ensured by us
- Project is well on path, going as expected.
- UAT is conducted and issues addressed in system implementation
Engagement delivered; outcome details available on request.
Prestige Icecream
- SAP B1 was not utilised to its full extent
Various refinement and process automation was suggested to bring in efficiency
- SAP B1 helps address most of the process related issues, allowing users to better monitor project.
- MRP module is implemented
Engagement delivered; outcome details available on request.
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