When Brad Tingey joined Golden State Foods (GSF) in 2013, the company had just completed three acquisitions, including two international deals. Consolidating results would be his first and biggest challenge as the new corporate controller at GSF, a multinational food service provider serving 125,000 restaurants in 60 countries.
“We have a number of subsidiaries internationally as well as joint ventures that don't use the same ERP, so we didn't have a consolidated view,” Tingey says. “And as we acquired the three new companies, we also needed to bring them together.” Faced with that challenge,
Shane Riddle, Director of Financial Planning and Analysis at Planar, likes to describe his employer as hidden in plain sight. “You may have never heard of us but I guarantee you’ve seen our stuff,” Riddle said.
Acquired by China’s Leyard in 2015, Planar makes video screens you see in settings ranging from retail and hospitality to museums, higher education and healthcare. Some of Planar’s specialized large-scale monitors are used by NASA to track everything from satellites to space debris. Planar and its parent serve a vast and expanding global customer base.
The grind of global ambition
In 2004, P&S Logistics started a flatbed trucking business with 20 owner-operators and 35 trailers. Today, after 13 years in business and a 2012 merger with Grayson Mitchell, the company operates a fleet of 1,000 trucks in over 14 locations across the United States.
"When I started in the Spring of 2013, we had six individual companies as part of the P&S brand. Now there are more than 20,” said Dwight Lloyd, Financial Controller at P&S Logistics. “We couldn’t have achieved that kind of growth without Host Analytics."
Frozen out of insights, waiting for a jumpstart
But in the Winter of 2013,
An aggressive acquisition strategy by Foundation Building Materials (FBM) came with a cost: the company found itself saddled with siloed applications running in a fragmented IT environment that provided little visibility. Productivity suffered as the FP&A team had to manually access, import and export data across hundreds of Excel spreadsheets to measure and match daily sales to inventory at more than 200 branches.
Too much time spent, too few insights
Given the breadth and diversity of their operations, FBM's reporting requirements accedlerated, and Excel became a bottleneck obstructing
Celebrating its 40th year in business, Augusta Sportswear today sells more than 800 styles of activewear for teams, coaches, and athletes of all ages. Selling through a massive distribution network, such as this, leaves a lot for the Augusta Sportwear finance team to track in order to accurately measure performance. Until Host Analytics, Excel was the only tool they had.
"We were using an old system that was very manual and prone to errors,” said Mark Brown, Augusta Sportswear Director of Financial Planning and Analysis. “We wasted a lot of time on activities that didn’t add value.”
Swissport is the world's largest provider of ground and cargo handling services in the aviation industry, moving more than 4 million tons of cargo a year in 48 countries. But as Kim Lanham, the director of FP&A for Swissport North America, found out, the U.S.-based operation had room for improvement in how it moved and managed financial data.
“I started at Swissport in February of 2015 and when I got there they said, ‘You are going to be consolidating 2,000 spreadsheets come budget season that summer,’” Lanham told me at our Host Analytics World conference last May. “And I said, ‘Oh no, no,