Greyt

Beyond experimenting. What's next for AI? A lot has changed in just one year. AI is playing a much bigger role in many businesses. But what did it actually bring you? We've discovered new tools, experimented with different applications, explored the risks and found ways to make everyday tasks faster and smarter. And there's still plenty more to explore. But the question is starting to shift from "What can we do with AI?" to: 𝗛𝗼𝘄 𝗱𝗼𝗲𝘀 𝗔𝗜 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗰𝗿𝗲𝗮𝘁𝗲 𝘃𝗮𝗹𝘂𝗲 𝗳𝗼𝗿 𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀? 𝗔𝗻𝗱 𝗵𝗼𝘄 𝗱𝗼 𝘄𝗲 𝗺𝗮𝗸𝗲 𝘁𝗵𝗮𝘁 𝗵𝗮𝗽𝗽𝗲𝗻? Because a successful pilot doesn't automatically lead to lasting improvements. And saving time on a task doesn't necessarily mean your business is better off. So, what's the next step? That's what we're bringing to our next event: 𝗕𝗲𝘆𝗼𝗻𝗱 𝘁𝗵𝗲 𝗛𝘆𝗽𝗲: 𝗔𝗜 𝗶𝗻 𝘁𝗵𝗲 𝗕𝗼𝗮𝗿𝗱𝗿𝗼𝗼𝗺 Together with experts in technology, entrepreneurship and investment, we'll explore what comes next for AI and what it means for the decisions business leaders face. 📍 November 12 | Hotel Arena, Amsterdam 👉 Register here: https://lnkd.in/eCCiAq43

You know your business is growing. Let your finance function be ready to grow with it! It's exactly what we assess with our Finance Maturity Assessment. 𝗜𝗻 𝟮–𝟰 𝘄𝗲𝗲𝗸𝘀, an experienced Greyt CFO looks at where finance stands today, what the business will need next, and where the biggest gaps are. 💡 The result: a clear, prioritised roadmap for what to improve now, next and later. So you know where to invest before growth starts exposing the gaps.

𝗛𝗼𝘄 𝗚𝗲𝘁-𝗲 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻𝗲𝗱 𝗶𝘁𝘀 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗶𝘁𝘀 𝗻𝗲𝘅𝘁 𝘀𝘁𝗮𝗴𝗲 𝗼𝗳 𝗴𝗿𝗼𝘄𝘁𝗵. As Get-e scaled internationally, finance also needed to evolve alongside the business. Not because anything was “wrong”, but because the next phase of growth requires a different level of financial insight, forecasting and investor communication. Together with Greyt CFO Rudolf Maas Geesteranus, Get-e further professionalised its financial organisation and strengthened its strategic foundation for future growth. 𝗧𝗵𝗲 𝗶𝗺𝗽𝗮𝗰𝘁: • More structure and insight in reporting and forecasting • Better decision-making based on reliable financial data • Stronger alignment with investors and financing partners • A finance function that supports growth proactively instead of reactively The result was not just €8.4 million in funding, but a stronger organisation prepared for its next stage. A strong example of how experienced financial leadership can help ambitious companies scale with confidence. 👇 𝗥𝗲𝗮𝗱 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗚𝗲𝘁-𝗲 𝘀𝘁𝗼𝗿𝘆, in collaboration with Greyt CFO Rudolf Maas and MT/Sprout. Link in comments below.

We recently spoke to a founde who shared his story: Midway through an active funding round, his market collapsed. And not gradually, 80 to 90 % of his customer base disappeared. In two months. He told his investor the truth. About the revenue drop, about the uncertainty ahead. While the deal was still open. The round closed. Looking back, he said: if you get through something like this together, you know what you have. It's the best test of the partnership that follows. 👉 What this shows: Funding isn't a sales process with a finish line. It's the start of a relationship that lasts years, including when things go wrong. Investors know markets change. What builds trust is how you respond when they do.

𝗦𝗼𝗺𝗲𝘁𝗶𝗺𝗲𝘀, 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗺𝗲𝗮𝗻𝘀 𝘀𝗮𝘆𝗶𝗻𝗴 𝘄𝗵𝗮𝘁 𝗼𝘁𝗵𝗲𝗿𝘀 𝗱𝗼𝗻’𝘁 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗵𝗲𝗮𝗿. As an entrepreneur, you tend to live in the future. Deals that aren’t there yet. People you’re already counting on. Scenarios that only work if every assumption holds true. A good CFO pulls you back to reality. Not to slow you down, but to keep growth achievable and your focus sharp. That’s exactly what Frédérique Baumann as a Fractional CFO does at Datakeeper. When sales and marketing bring ambitious plans, she’s the one providing the reality check. Fact-based, no detours. “We're ambitious. Frédérique keeps us grounded and sharp on that,” says Bart, Managing Director at Datakeeper. What makes her effective? She’s fully part of the company: • she understands the context • and thinks strategically alongside the team. 👉 But she’s just far enough removed from the day-to-day to stay objective. That’s the strength of a fractional CFO.

𝗪𝗵𝘆 𝗱𝗼 𝗺𝗼𝘀𝘁 𝘁𝘂𝗿𝗻𝗮𝗿𝗼𝘂𝗻𝗱𝘀 𝗳𝗮𝗶𝗹? Most people think the answer is revenue: • Not enough customers • Not enough sales • Not enough growth But during our Restructuring Ready event, Joost de Haas challenged that thinking. His argument: 𝗖𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝗼𝗳𝘁𝗲𝗻 𝘁𝗿𝗲𝗮𝘁 𝗳𝗶𝘅𝗲𝗱 𝗰𝗼𝘀𝘁𝘀 𝗮𝘀 𝗶𝗳 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝘁𝗿𝘂𝗹𝘆 𝗳𝗶𝘅𝗲𝗱. They're not. Fixed costs are simply decisions from the past. • A factory. • A management layer. • A department. • A location. • A structure that once made sense. The problem is that when performance starts declining, companies often focus on finding new growth while protecting the cost structure that was built for a different reality. Yet growth depends on customers and market conditions, whereas costs are one of the few levers management can directly control. 👉That's why successful turnarounds often start with a difficult question: 𝗜𝗳 𝘄𝗲 𝘄𝗲𝗿𝗲 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗵𝗶𝘀 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗼𝗱𝗮𝘆, 𝘄𝗼𝘂𝗹𝗱 𝘄𝗲 𝘀𝘁𝗶𝗹𝗹 𝗰𝗿𝗲𝗮𝘁𝗲 𝗶𝘁 𝘁𝗵𝗶𝘀 𝘄𝗮𝘆? Read the full article about restructuring here: https://lnkd.in/e7EaArbe