The same CFO pain, at group scale: for group clients, intercompany is a recurring headache, reconciled manually in a spreadsheet every month — two hours, and it’s always wrong the first time. Includes franchise networks, where each franchisee is its own entity, its own ABN, its own ledger — a business structure, not an industry vertical.
One distribution fact worth knowing: for the share of this company profile with external investors on the board — common at $5M–$50M, particularly PE- or VC-backed — those investor-directors typically sit on several portfolio boards at once. One who sees this work well at one portfolio company has a direct reason to recommend it to the CFOs of four or five others they also oversee.
Pilot it on your next intercompany reconciliation — real entities, not a demo.