Otido Group is a multifunctional event company that provides complete technical support for events: tents, stages, light and sound, and infrastructure for sports, cultural, and city events across Russia. The company has worked since 2003 and serves projects from small private events to large federal festivals and exhibitions. Its geography includes at least 10 regions of Russia, and key offices are located in Moscow and Saint Petersburg.
Since 2021, Otido Group has shown explosive growth, doubling the scale of the business every year. This sharply increased the volume of projects, budgets, and contracts. With such growth, the traditional accounting model stopped working: data was fragmented, period closing took too long, and the owner did not have a transparent view of P&L and cash flow by business line. With strong seasonality and large prepayments under contracts, this created risks for liquidity and operational management.
In this project, I acted as a finance business partner responsible for the architecture of the management control system and its integration into the company’s operations. The focus was not only on reporting methodology, but also on making the financial model “make friends” with real processes: sales, production, logistics, and equipment management. At the same time, I remained an external architect and controller, providing an independent view and protecting the owner’s interests.
A single management accounting architecture was designed and implemented. It covered P&L, Cash Flow, and management balance sheet for all key business units: Event, Expo, Rental, and related directions. Unified reporting templates were developed for each direction, making it possible to compare project margin, resource load, and cost structure at company level. Budget forms were also standardized: sales plans, project production budgets, and investment programs for equipment renewal.
Based on the new methodology, detailed technical requirements were prepared for ERP system improvements, with analytics linked to business units, project types, and equipment types. Within the project, automated control loops were configured: management P&L, cash flow statement, reconciliation with accounting data, payment control, and budget limit control. My role included authorship of the methodology, setting requirements for developers, and later control of correct implementation.
The reporting period closing time was significantly reduced: management reporting for the company and key directions became available within three days after month-end. The owner received a transparent view of financial result and liquidity, the ability to track project margin daily, and to make decisions on prices, investments, and resource loading based on data, not intuition. For the operating team, this reduced chaos: common budgeting rules, a clear financial model, and a predictable cost approval process.
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