Back-office problems are not the same for a growing SME, a multi-funder NGO and a public institution. Find here the challenges specific to your context.
In an SME, the manager often single-handedly carries finance, HR, administration and IT. What worked at 5 employees no longer works at 20 — and the organisation loses efficiency without anyone really measuring the cost.
You wait for the annual close to know if your company is profitable. In between, you navigate by intuition — or rely on your accountant to alert you.
You read your financial position every month. You anticipate cash tensions — you no longer suffer them.
One employee holds all operational knowledge: passwords, suppliers, procedures. Their departure or absence creates an immediate breakdown.
The organisation operates even during absences. The risk of breakdown is eliminated.
Your management software is paid monthly, but used at only 20% of its capacity. Or you need to migrate and integrators sell you their solution before understanding your needs.
You get value from what you already have — or migrate to what truly suits you, without surprises.
No job descriptions, no organisational chart, decisions made without a clear framework. In the event of conflict, absence or growth, the organisation wobbles.
Everyone knows what they do and how far their authority extends. Role conflicts disappear.
Common triggers among our SME clients:
Figures arrive too late to correct the trajectory.
The admin-finance manager leaves — and nobody knows how to take over.
The team doubled in 18 months. Tools and processes have not kept up.
The current software can no longer cope — but how to choose the next one?
The bank asks for a cash flow plan and you don't know where to start.
Hiring someone for the back-office first requires knowing what they need to do.
In an NGO or foundation, the back-office is often under-resourced relative to the real stakes: funder accountability, multi-site coordination, institutional compliance, fund governance. An administrative gap can jeopardise entire funding streams.
Your funders (EU, Confederation, private foundations) require precise financial reports, on time, with impeccable traceability. Producing these reports mobilises too many internal resources.
Your funder audits go smoothly. Your funding is renewed. Your team is autonomous.
You manage programmes in multiple countries or cantons, with local teams working on different systems. Consolidating a global financial view is a monthly headache.
A global financial view available every month. Strategic decisions are based on reliable consolidated data.
Your Foundation Board or Committee demands better risk management, more structured reporting and stronger traceability. The secretariat-general is under pressure.
Your Board is reassured. Decisions are traceable. Risks are identified and covered.
The administrative director goes on maternity leave. The finance coordinator resigns. Nobody else masters the procedures, access, funder contacts.
The organisation runs even during extended absences. The mission is not endangered by an HR contingency.
Common triggers among our NGO clients:
An institutional funder imposes reporting standards the organisation does not yet have.
The auditor arrives in 3 months and the files are not in order.
The Foundation Board demands more rigour and transparency in management.
The organisation opens a programme in a new country or canton.
The finance manager leaves — taking 10 years of undocumented knowledge with them.
A funder flags anomalies in an interim report.
Public and para-public institutions face specific constraints: long validation circuits, traceability requirements, mandatory documentation, and transparency obligations. The back-office must be beyond reproach — not just functional.
The departure of an administrative manager or finance officer weakens all operations. Procedures exist, but they are in people's heads — not in accessible documents.
Service continuity is guaranteed regardless of HR situation. No critical procedure depends on a single person.
Signing delegations, approval circuits and responsibilities are not formalised or are outdated. In case of audit or dispute, traceability is insufficient.
Delegations are clear, up to date and enforceable. Any inspection or audit proceeds without surprises.
Budget tracking by cost centre or department is partial, delayed or hard to read for non-financial managers. Budget decisions are made without current data.
Each department head manages their budget in real time. Budget decisions are based on current data.
An unexpected departure, a reorganisation, an operational crisis. Senior management needs immediate support and a stabilisation plan — without waiting for recruitment to be finalised.
The institution regains operational stability quickly. The transition to the successor is organised and documented.
Common triggers among our institutional clients:
Service merger, new management, restructuring of scope.
The Finance Control or a supervisory body flags deficiencies.
The secretary-general or CFO leaves without a succession plan.
A new cantonal provision requires an update to internal procedures.
A system change affects several departments simultaneously.
A parliamentary question or press article requires a rapid, documented response.
Some situations do not allow for a tender process or recruitment procedure. AGICA can take over a critical function within a few days — and put a stabilisation plan in place from the first week.
An unexpected departure, extended incapacity, governance crisis. Administrative and financial operations have no pilot — and stakeholders expect answers.
The organisation regains operational stability quickly — without lasting dependency.
Cash flow breakdown, mounting unpaid invoices, banking pressure, unanticipated overdraft. The financial situation demands immediate intervention and concrete measures.
The situation is stabilised. Management regains control with data and a clear plan.
Available within 48h. Free initial call to assess the situation.