Helped a leading T securities company achieve globalization, conglomeration, business-finance integration, and ultra-fine-grained precision operations.

1. Current state of the group’s finance systems: multiple SAP instances globally, including SAP Business One and SAP Business ByDesign, which are not compatible with each other. Each SAP system also has significant functional limitations, such as only a single-level group structure and very limited extensibility; it cannot meet the group’s requirements for refined financial accounting and control, and can only barely support basic bookkeeping;
2. Multiple standards and multiple books: each entity maintains a single book; at month-end, subsidiaries submit local-GAAP and local-currency financials to HQ, and HQ performs GAAP conversions and currency translations before issuing US GAAP consolidated statements, which is time-consuming and labor-intensive;
3. Group chart of accounts: only a one-level account structure, far from sufficient for refined management of revenue, cost, and expenses;
4. Management accounting / auxiliary dimensions: cost centers and profit centers can currently be set only within each subsidiary and cannot span across subsidiaries; other dimensions are inflexible to add, and fields are subject to quantity limits;
5. Intercompany transactions: because the systems are not connected, intercompany transfer pricing can only be handled via manual TP journals, which is highly inflexible;
6. Revenue management: currently imported into SAP via templates and requires manual validation for accuracy;
7. Expense control and electronic archiving: currently using HuiLianYi expense management software, which is not integrated with SAP;
8. Three reporting frameworks: statutory financial statements, management reports, and securities regulatory reports. At present, only standard financial statements are system-generated; management and regulatory reports are processed manually;
9. Global tax and finance localization: handled offline by each subsidiary;

1. Implemented NetSuite OneWorld to unify the group and global subsidiaries’ finance systems; reconfigured the group/subsidiary financial structure in the ERP based on the group’s actual legal-entity hierarchy;
2. Enabled multi-GAAP and multi-book with NetSuite: account mapping between books; Book 1 meets local statutory requirements, while Book 2 supports management reporting and consolidation; a single set of operational data generates multiple sets of financial data;
3. Multi-level chart of accounts: redesigned the group COA hierarchy based on actual accounting, management, and analytics needs—banking, balance sheet, revenue, cost, and expense categories, etc.—and tightly linked it to specialized business items such as commissions, interest, FX, and licensing fees;
4. Rebuilt the entire management accounting / auxiliary dimension framework: positioned cost centers as a key accounting dimension derived from department data; added multi-dimensional segments such as business line, product line, and projects; projects are mainly used in Mainland China and Hong Kong—Mainland China primarily for tracking high-tech R&D projects, while Hong Kong is used to track categories such as Fund Type, Deposit Type, Bank/Broker (upstream), and Counterparty Name, with differentiated coding rules enabling categorized management;
5. Intercompany transactions: enabled multi-scenario automated intercompany transactions via intercompany TP items, including intercompany PO -> SO flows, matched intercompany revenue and cost journals, and advanced intercompany journals; automated reconciliation and step-by-step elimination for consolidation;
6. Revenue management: revenue data is currently imported via CSV templates; NetSuite automatically validates it (via validation rules) and generates revenue journals; a business middleware platform is being built, which will connect front-end trading systems with back-end NetSuite—going forward, middleware business data will be transmitted to NetSuite via APIs for end-to-end processing within NetSuite;
7. Expense control and electronic archiving: integrated with HuiLianYi expense management for master data and transactions, including vendors, customers, employees, banks, expense claims, invoice-received-not-paid, invoice-paid, no-invoice payments (e.g., deposits), no-invoice prepayments, fund transfers, internal transactions, multi-entity corporate payments, payroll payments, and percentage-based rebates/commissions; electronic archiving integration covers accrual vouchers, expense claim vouchers, billing vouchers, and prepayment/payment vouchers, etc.;
8. Three reporting frameworks: leveraging NetSuite’s standard financial reporting and the newly configured segment framework, statutory reports and various management reports are generated automatically, and most steps of regulatory reporting have been automated (requiring only minor manual adjustments); featured management reports include, for example, FX gain/loss statements by department;
9. Leveraged NetSuite’s built-in global tax suite and Hitpoint enhancement packs to enable unified group control over global tax and finance localization;

1. General ledger posting at the finest level of detail;
2. Ad hoc combinatorial analysis of operating data;
3. Cash forecasting based on operating data;
4. End-to-end cash position management and fund transfer workflows;