From Platform Migration to Group Reporting Transformation in a Global Loan & Leasing Group

The organisation is structured around a Holding company and multiple Business Units operating across approximately 100 markets across Europe, the Americas, and Asia. The Group combines significant global reach with deep local market presence.

Each Business Unit operated with its own processes, local regulations, accounting rules, and operational practices. While part of the same Group, these entities faced significant challenges around standardisation, reporting consistency, and group-level control.

The Group decided to initiate a wide transformation programme aimed at harmonising all the platforms (including the Contract Management Systems and the accounting systems) across all Business Units, with the objective of improving governance, efficiency, and visibility at Holding level.

The programme began as a platform migration initiative: implementing a common CMS and accounting system across all Group entities.

However, it became clear early on that a simple system rollout would not be sufficient to address the structural, regulatory, and operational diversity of the Group. Parva identified the need to define and execute a series of intermediate transformation steps, turning what started as a technology project into a full-scale business transformation.

How Parva supported the Group

Parva supported the Group throughout the programme by acting as a bridge between business, finance, regulation, and technology. It focused on creating a solid foundation for the transformation through:

• Analysis and formalization of business and regulatory requirements (including regulatory reporting) from different countries and Business Units, to understand local realities, processes, policies, and regulatory constraints
• Definition and documentation of common processes and policies, designed to work at Group level while respecting local specificities
• Execution of a target system gap analysis against business, regulatory, and reporting requirements
• Facilitation of technical workshops scheduled to analyse migration stream, data preparation and target data-flows structures
• Identification of solutions and workarounds to manage market-specific operational cases, for those cases when a specific system enhancements were not technically or economically viable
• Facilitation of technical discussions required to design and implement system integrations
• Governance of the testing phases, acting as Test Manager (definition of test cases, users training, tracking results and defects, schedule of fixes/re-test)
• Coordination of the Global Programme and of single country-specific streams, leading cross-functional and cross-country teams, acting as Project Manager and Subject Matter Expert

1 – Language and Communication Barriers

The global scope of the programme introduced language challenges, particularly in countries where English was not commonly used in professional environments.

Parva addressed this by:

• adopting simplified and clear English in workshops and documentation
• producing extensive written documentation and detailed notes
• leveraging multilingual resources wherever possible to maintain alignment across teams.

This approach ensured alignment across geographically distributed teams and reduced the risk of misinterpretation during critical design phases.

2 – Regulatory Diversity Across Countries

Each country involved in the programme was subject to local accounting, business, and regulatory requirements that often differed significantly from those defined at Holding level. International platforms did not cover these local requirements out of the box, requiring specific enhancements or workarounds to grant compliance with local regulations and business needs.

Parva supported the client by:

• fully analysing local regulatory obligations of each country involved
• designing system configurations and complementary solutions to ensure compliance

A notable example concerned Italian-specific regulations, such as the Usury Law and supervisory reporting obligations (e.g. Vigilanza, Matrice dei Conti and Centrale Rischi). To address these gaps, Parva:

• designed additional calculation logic for TEG and related controls
• draw the Credit Quality logics to correctly classify Customers within regulatory categories, in each moment of contracts’ duration and considering all the possible scenarios that could happen 
• implemented a dedicated ETL solution outside the core system to automatically produce monthly and quarterly regulatory reports for the Bank of Italy
• built reconciliation and inquiry structures to support data validation
• verified accuracy of IFRS9 amortised cost calculations
• implemented logics for Split Payment and Lettera d’Intenti, supporting the e-invoice configuration

3 – Challenges in Month-End Reporting to the Holding

One of the main drivers of the transformation was the difficulty Business Units experienced in performing monthly reporting to the Holding. Even with the adoption of a single system, differences in local accounting practices often created misalignment with Group reporting requirements.

Parva:

• analysed and documented local accounting needs and rules
• ensured the target platform could support local representations
• designed and implemented automated structures to transform local accounting views into Group-compliant reporting outputs

A clear example of this complexity was the asset depreciation under Operating Lease contracts: the Holding required annuity-based depreciation, while local entities used straight-line depreciation. To reconcile these, Parva implemented a dual ledger approach:

• annuity depreciation was calculated and booked in the Holding reporting platform 
• straight-line depreciation was automatically calculated and recorded in the local statutory accounting system

This allowed both sets of requirements to be met consistently and without manual intervention.

4- Outsourcing and Authorisation Requirements

The transformation also required the adoption of new outsourcing and operating models, classified as important functions under local regulations.

Parva supported the client in:

• preparing the required documentation for Board approval
• managing interactions with local supervisory authorities, including formal communications and notifications to regulators such as the Bank of Italy
• supporting audit activities related to the authorisation process, including internal audit reviews and regulatory inspections

5 – Process Fragmentation Across Business Units

At the start of the programme, daily business activities were performed differently across Business Units despite their belonging to the same Group.

Parva therefore supported the client in designing a standardised end-to-end operating model; key actions included:

• definition of a standard end-to-end “to-be” process
• clarification of roles and responsibilities using a RACI model
• production of detailed process documentation to support user adoption

6 – High Number of Stakeholders

The programme involved a large number of stakeholders: internal teams, external vendors and technology partners, each with different priorities.

Parva provided dedicated Project Management support, to ensure:

• strong central coordination
• structured communication
• Sustained alignment across all parties throughout the programme lifecycle

The success of the transformation

The success of the transformation was measured by the consistency of financial and accounting information across local and Group representations, and between legacy and target systems. The results were tangible:

• Month-end reporting was previously managed through a large, manually maintained Excel file. After the transformation, it is automatically populated with data already available in the accounting system, including accruals, principal and amortisation alignment for Operating Lease, and data broken down by product, asset type, and intercompany, delivering a 30% reduction in time spent.

• Tax calculation: previously a manual process, is now automatically computed within the reporting file in accordance with both local and Holding requirements, resulting in a 90% time saving.
• Order-to-cash process optimisation: encompassing invoice generation, direct debit creation and submission, and other previously manual steps. It is now handled automatically by the system, achieving an 80% efficiency gain.

By combining technical expertise, regulatory knowledge, and organisational coordination, Parva Consulting supported the client in transforming a complex platform migration into a sustainable Group Reporting and governance model.

The programme followed a structured multi-phase methodology.

While duration varies depending on country and complexity, the average implementation cycle is approximately one year per Business Unit. The first implementation (Pilot) required a deeper upfront investment in design and discovery, given that it was building the methodology, templates, and governance model from scratch: the foundation that all subsequent rollouts would build on.

The main steps followed by each Business Units were defined as:

1. Onboarding: Aligning teams, stakeholders, and resources to ensure the project launched on time, within scope, and on budget. This phase covered objective-setting, role assignment, communication channel setup, initial risk assessment, and milestone planning.
2. Assessment: Gathering requirements from the client through interviews, audits, and documentation review, while simultaneously conducting a preliminary gap analysis to assess economic, operational, and technical factors and inform the go/no-go decision.
3. Gap Analysis: Based on client requirements (local and Holding-level, across business practices, regulations, and processes), a detailed gap analysis was performed on systems to identify deficiencies in technology and processes.
4. Design: Working across teams and stakeholders to define solutions that would satisfy legal and business requirements and mitigate identified risks.
5. Development: Collaborating with key technical resources to produce functional specifications, blueprints, and technical models, followed by direct software testing, client resource training, and facilitation of User Acceptance Tests.
6. Implementation: Overseeing the realisation of agreed and tested solutions, with ongoing tracking against schedule and budget and real-time adjustments where needed.
7. Post go-live support: A structured hypercare phase focused on stabilisation and support during the first month-end reporting cycle(s).

We navigate complexity alongside our clients.

The success of this programme was driven by Parva’s ability to combine local regulatory understanding, financial expertise and transformation capabilities.

Our approach was built on four key principles:

• Working side-by-side with local teams: We collaborated closely with local stakeholders to understand regulatory, accounting, and operational nuances before designing any solutions.
• Designing tailored solutions where standard platforms fell short: where standard platforms could not fully address requirements, we developed complementary solutions such as dual-ledger models, reconciliation frameworks and external reporting structures.
• Transparency by design: traceable data flows and audit-ready reporting were built into the model from the start, creating confidence and trust at every level of the organisation.
• A governable Group perspective: local complexity was translated into a clear structure that the Holding could understand, control, and rely on.

The result was not just a digital transformation of all Business Units, but an harmonized Group Reporting and Governance model that is understood, governed, and trusted across the organisation.