Financial and Organisational Advisory Mandate for Early Childhood Network
Financial and organisational advisory supporting operational restructuring and reporting optimisation in early childhood services
Mandate Description
The mandate consisted of a financial and organisational advisory assignment carried out on behalf of a leading early childhood services provider in French-speaking Switzerland, as part of the reorganisation of its operating structure and the strengthening of its internal control framework.
The objective of the assignment was to structure key management indicators related to the day-to-day operations of childcare facilities, in particular child attendance levels, age and gender distribution, and the number of days of weekly attendance.
The mission aimed to improve the reliability of internal databases, standardise operational reporting and facilitate strategic decision-making at head office level.
Key Issues
The main challenges of the mandate were to centralise and harmonise management data across multiple operating sites.
A key objective was to optimise monitoring and reporting processes in order to improve the readability of performance indicators at the level of each establishment.
The assignment also sought to strengthen the link between operational data and financial analysis to support more agile and informed management decisions.
The mission was carried out in a context of network expansion and increasing professionalisation of management tools, requiring a combined technical and educational approach with local teams.
Approach and Results
The intervention involved the design and deployment of a consolidated management dashboard integrating data on enrolled children, attendance rates, age structure and cost allocation by activity.
- This new reporting architecture provided improved visibility on occupancy and profitability levels.
- It also enhanced the quality and reliability of operational data.
- In addition, it enabled the standardisation of monitoring and reporting processes at group level.
The operational reorganisation resulting from this assignment strengthened management’s ability to steer performance and adapt investment and network development strategies accordingly.
The transactions shown include those completed by, or with the involvement of, Hectelion team members in current or previous professional roles. They are presented for illustrative purposes only and do not imply exclusive responsibility by Hectelion.
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The transactions presented were carried out by, with the contribution of, or with the participation of members of the Hectelion team in the context of functions performed currently or previously.