For most companies, real estate represents one of the largest investment and expense categories on their balance sheets and P&L reports.  Regardless of whether their real estate assets are owned or leased, effective management of the real estate portfolio is a key factor for managing bottom line results and achieving business goals.

It is with great pleasure that I am announcing Bramasol has achieved the major milestone of serving our clients for 25 years now!

Have you realized that there is a great opportunity hidden inside your revenue recognition compliance process?

In this new blog post, we are widening the view to look beyond compliance and explore how companies can leverage end-to-end Automated Revenue Management capabilities to Comply, Optimize and Transform™ their enterprise-wide revenue processes.

As part of Bramasol’s Comply, Optimize, Transform™ approach for serving both the near-term and long-term goals of our clients, we deal with a wide range of targeted process improvements spanning many financial systems of importance to CFOs and company leadership.

This blog is part of an ongoing series on the Digital Solutions Economy™ (DSE). For additional context on DSE, please see my blogs on “The Digital Solutions Economy is More Than Just Subscriptions” and “Disruption is Happening in Consumer Products Companies. How Should You Deal with It?”

Companies throughout the world and across many industries are grappling with huge waves of change regarding how customers engage with them to purchase products and services. In a previous blog, we looked specifically at how disruption is happening in consumer focused companies and detailed the key issues in that particular market segment.

In this blog, we zoom out and look at the broader aspects and impacts of the Digital Solutions Economy that is now driving dynamic changes across almost every industry.

As today’s globally competitive landscape requires companies to tailor their organizations to be more responsive to local and regional market and customer requirements, they also must deal with increasing challenges for enterprise-wide integration and efficiency.

Companies that offer products and services to consumers are currently grappling with multiple tidal waves of disruption across virtually all industry segments.

Treasury is one of the most important aspects within the Office of the CFO and is a critical factor for success in every company. However, treasury functions are not always unified and integrated. In too many companies, the evolution of disparate applications for cash, banking, risk management and other key treasury missions has created a patchwork of legacy systems that can stifle productivity and increase risks.