Shifting from clinical studies to go-to-market

Background

An innovative company in the dietary supplements sector has specialized in developing a unique probiotic known for its beneficial effects on gut health. After successfully completing all necessary clinical studies to validate its health benefits, the production of this dietary supplement began on a large scale in Italy in 2022.

However, in 2022, the company faced significant organizational challenges, notably the absence of a financial controller and the resignation of its office manager. These roles were crucial to supporting its growth and expansion and transitioning from research to production/marketing.

It was no longer just about developing a product and conducting clinical studies but about following numerous processes from manufacturing to sales, including marketing, packaging, and the logistics chain.

Additionally, funding sources were shifting: public grants were decreasing while the first sales were being recorded.

Approach

"WHEN I ARRIVED, THE COMPANY WAS ESTABLISHING ITS FIRST SALES INVOICES. IT WAS ENTERING A NEW PHASE, REQUIRING TO ESTABLISH NEW PROCESSES AND TOOLS"

- JULIEN REVEL

To succeed in this transition, it was essential to be able to track various budget flows and develop forecasts. Financial controller Julien Revel was assigned to this mission by Altesia for two days a week.

He immediately implemented the necessary processes and tools:

An ERP (Oracle) had already been chosen to help the company's development, and Julien Revel contributed to developing the financial aspect. This ERP allows tracking the budget evolution of different departments (lab, clinical studies, supply chain, legal, finance, marketing, sales…).

Julien organized the budget planning to occur three times per year. "Everything is now mapped, meaning everything is automated so we can compare forecasts and reality," explains the Altesia expert. Each department head knows exactly where they stand in their budget and can adjust their strategy accordingly.

Julien established a monthly report for the Board.

In addition to these strategic support projects, the financial controller also handled operational tasks such as:

Financial closings
Supporting the CFO with his financial reporting

To compensate for the absence of an office manager, Julien also took on various administrative and accounting tasks such as issuing or paying invoices.

Results

By collecting various information within the company and preparing the essential tools for managing different financial or other flows, the expert played a catalytic role and a link between departments.

Teams can now track inventory and margin evolution and ensure consistency between the proposed selling price and production costs.

Finance now plays a central role: the department links logistics, production, and sales. The company is ready to embark on a new phase of its growth with an acceleration of sales.

Julien Revel managed to streamline financial management and foster interdepartmental collaboration, Finance now bridges logistics, production, and sales, positioning the company for accelerated growth.