• Who We Are
• What We Do
• How We R.E.V.O
• Guiding Principles
• Executive Leadership
• Contact Us

• R.E.V.O Enterprise Consulting Division
• R.E.V.O Public and S.O Enterprise Division
• R.E.V.O Enterprise Investment Optimisation Division
• R.E.V.O Enterprise Human Capital Management Division

• Enterprise Strategy and Business Planning
• Enterprise Operational Excellence
• PMO Services
• Enterprise Human Capital Optimisation
• Enterprise Turnaround and Restructuring
• Enterprise Growth and Revenue Optimisation
• Private Equity Services
• Enterprise Financial Services
• Enterprise Technology Optimisation

R.E.V.O Group Enterprise Financial Services Optimisation

R.E.V.O Group provide a full range of corporate financial services from complete finance management restructuring to improving operations in distinct areas of financial activity.

R.E.V.O Group Enterprise Financial Services Optimisation includes:

• formulating principles of financial management, policies of business investment and finance, and defining degrees of centralization and decentralization in financial decisions;
• financial management modeling and financial enterprise structuring;
• development of business processes of financial management, including defining areas of responsibility and authority for employees in the finance department;
• establishing the format of expected results and standards to be met by the finance department experts as well as mechanisms and indicators for measuring their success;
• development of standards, regulations and templates for accounting documents, analytical reports and normative reference materials used in financial management;
• implementation of managerial accounting systems (introducing procedures and mechanisms for accounting policy, costs management system);
• implementation of planning and budgeting systems aimed at achievement of strategic and operational goals of the company;
• consolidation of various financial and non-financial information;
• methodological and technological development for conducting financial analysis, justification for and assessment of financial decisions;
• conducting financial diagnostics of an enterprise, developing recommendations about the most effective usage of a company's financial resources;
• implementation of asset management systems;
• development of investment policies, choosing investment directions, investment project assessment;
• formation of the policies in financing business activities, cash flows optimization directed at increasing enterprise value.

• establishing interrelation between planning and control in implementing strategic and operational company plans;
• identifying requirements for management personnel at all levels in relation to analytical reports and establishing procedures, regulations and document templates;
• information flow and management reports optimisation, developing templates and procedures for primary financial documents, internal regulations and classifications, and normative reference documentation;
• enterprise budget modeling, description of budgeting procedures and techniques;
• budgeting principles creation (traditional or in line with Activity-Based Budgeting);
• designing financial framework, establishing budgeting formats (types, relationships, and content) and procedures for budget analysis and review; defining areas of responsibility and authority of budget planning and assessment personnel.

• Accounts Receivables and Revenue Management
• Accounts Payables, and Expenditure Management
• Integrated Inventory, and Replenishment Management