FDSeminar Meer doen met minder | 17 maart | BMW Group Belux

May 1, 2023Sensitivity: Confidential

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The impact of “product life cycle management” on the financial processes

17/03/2016Georges Geerkens Head of Finance Business Operations Proximus

May 1, 2023 Sensitivity: Unrestricted

Proximus Group corporate presentation 2015

#weareproximus

Who we are

Proximus is a telecommunications company operating in the Belgian and international markets. We are the leading national provider of telephony, internet, television and network-based ICT services. Our high-quality interconnected fixed and mobile networks offer access anywhere and anytime to digital services and data, as well as to a broad offering of multimedia content. We are investing in future-proof networks and innovative solutions, creating the foundations for sustainable growth.We put the customer at the heart of everything we do. Our aim is to deliver the best customer experience and to simplify the customer journey by offering accessible and easy-to-use solutions.We contribute to the economic, social and environmental development of the society in which we operate.

May 1, 2023 Sensitivity: Unrestricted 3

Our sense of purpose


We constantly keep peoplein touch with the worldso they can live betterand work smarter

Our Fit for Growth strategy

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Company structure


Tango

ScarletTelindus NL & LUX

Proximus PLC under Belgian Public Law

Enterprise Business Unit

Consumer Business Unit

Technology Customer Operations

BICS PLC (Int’l Carrier Services)

Corporate Affairs Finance HR Strategy &

Transformation

Company structure


Finance CFO

Finance Business Partners (Controlling)

Corporate Accounting TAX Treasury Procurement

Internal Services

Investor Relations

Company structure


Corporate Accounting

Finance Business Operations

Group Accounting & Corporate Projects

Pension Fund

Accounts Payable

Financial Systems

Revenue Assurance

Project Team

Accounting Direct Margin

Accounts Receivable

• Deliver a reliable and accurate financial information to each Business Segment up to direct margin (revenues, COGS) under IFRS and local GAAP with a clean audit opinion.

• Ensure reliable monthly financials fulfilling corporate accounting requirements

• Ensure an efficient and reliable receivables process

Finance Business Operations/ Mission


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• Define the Revenue Assurance Strategy & Governance for the BGC Group in order to minimize all potential revenue losses and the risk of overspendings

• Perform all the end-2-end controls on accuracy and financial completeness for billing & direct costs

• Coordinate and guarantee correct implementation of financial requirements (internal control, tax-compliancy, accounting) in complex company-wide projects

FBO/ Revenue Assurance


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The Revenue Assurance matrix organization

Scarlet International Carrier Proximus

Finance

Corporate

Affairs – Internal Audit

Internal Aud

it

Technology

Operational control

Network (Assurance)

IT - Data consistency & E2E

Customer

Operations

Billing & Receivables

Bill

validation

Rejections handling

Collection

Consumer

P&S

Enterprises

Operation

al Excellenc

e

Wholesal

e

Operation

al Excellenc

e

Today’s scope

Close to the business

• Control the complete revenue cycle and direct cost.

• Make sure that these revenues are correctly booked following the accounting standards and that the receivables are followed-up

• To guarantee that all the new products and services that are launched are well controlled and processed in all Finance systems.

FBO: Why we came to this organization


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• Too many products to follow in too many systems due to our convergent strategy, Telco (Fix & Mobile), TV & ICT.• By developing a new product, easy to get everybody on

board, risk of overspending in control framework, if there is no take up afterwards• Continuous development of new products but there was no

clear strategy to phase out old products & systems in the past, no clear ownership • New strong focus on efficient organization and simplification.• Need for a structured process & governance

Why Product Life cycle Management became important for our processes


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05/01/2023

Product Launch Process Methodology &

Governance

Methodology & Governance Product Lifecycle stages: 8 defined!

Internal use only

Slide 14

1. De

velop

ment

3. Pro

moted

sales

4. Ke

ep &

re

tain

5. St

op se

lling

6. Inc

entiv

ised

migrat

ion7.

Force

d migr

ation

Cust

omer

s ins

talle

d ba

se

Time

Historically existing stages, without clear boundaries

8. Ph

ase o

ut

Product Life Cycle Methodology & Governance

2. Ph

ased

laun

ch

• All departments involved in the discussion on the life cycle with a clear measurement and process.• Proposal from the core team working on this towards the

simplicity board for action • Different actions following the phasing of the product

• Fine tune the processes in case of a promoted sales, reporting's etc…., increase control levels

• In case of e stop selling, decrease control levels, setup a plan for migrating customers, test plans for migrations of customers

• Phase out of the product, to be able to stop all processes around• ……………

Product Life cycle Management, officially installed, with clear governance reporting to our simplicity board


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• Is key to manage control processes and to incorporate new businesses and products with the existing staff.

• It is important to keep a close view on the 20 % of the processes that generates 80% of the business.

• At the same time you need to keep a view on how the rest is evolving because in a high volume business a small difference became huge due to the volume

Product Life cycle Management is key for Revenue Assurance


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Thank you

Georges Geerkens

FDSeminar Meer doen met minder | 17 maart | BMW Group Belux

Economy & Finance

Transcript of FDSeminar Meer doen met minder | 17 maart | BMW Group Belux