How a Multi-Billion-Dollar MedTech Company Unified Reporting, Forecasting, and Planning Across Multiple ERPs
The cost of a fragmented FP&A environment is not always visible in a single financial metric. It is often reflected in the Finance capacity consumed by data preparation, reconciliation, and repeated manual processing before meaningful analysis can begin.
For this multi-billion-dollar MedTech company, Finance operated across multiple business lines and disparate ERP environments, each with different revenue models, cost structures, master-data requirements, allocation methodologies, and currency considerations. Bringing this information together for reporting, forecasting, and planning required significant recurring effort. The organization did not lack financial information or Finance expertise. What was missing was a common FP&A architecture connecting actual performance, monthly reporting, forecasting, and annual planning.
UVID was engaged to create that architecture, a standardized and connected environment that would allow Finance to move from repeatedly preparing information toward analyzing performance, forecasting expected outcomes, and supporting forward-looking decisions.
The Problem
Finance needed to bring together information from multiple business lines, ERP environments, and operational sources for more than annual planning. The same information was required for monthly reporting, forecasting, and ongoing performance analysis.
The resulting complexity created several challenges:
- Fragmented financial data: Information originated across multiple ERP and operational environments, requiring significant effort to organize and prepare.
- Manual data preparation: Finance spent substantial time collecting, transforming, consolidating, and reconciling information before analysis could begin.
- Different business models: Business lines operated with different revenue models, cost structures, master-data conventions, allocation methodologies, and planning requirements.
- Disconnected Finance cycles: Actual reporting, forecasting, and annual planning were not operating from one common foundation, requiring information to be prepared repeatedly for different cycles.
- Complex financial calculations: Business-specific revenue and cost calculations, expense allocations, and currency requirements added further complexity.
- Inconsistent financial structures: Differences in master structures, nomenclature, calculations, and allocation logic made it difficult to establish a consistent enterprise view.
The challenge was therefore not simply to automate forecasting. The organization needed an integrated FP&A environment capable of connecting:
Actual Performance → Monthly Reporting & Analysis → Forecast → Annual Plan
through a common financial and data framework.
- Date: August 17, 2026
- Client: Multi-Billion-Dollar MedTech Company
- Location: North America
- Category: Case Study, Med-Tech
- Website:
The Solution
Integrated Monthly Management Reporting
UVID automated and standardized the flow of actual financial information from multiple source systems into a common reporting structure. This created a consistent foundation for monthly performance reporting and analysis while reducing the manual effort previously required to prepare recurring financial information.
The focus was not simply faster reporting. It was creating a reliable reporting foundation that could also support the forecasting and planning processes that followed.
Sustainable Monthly Forecasting
The same standardized structures, business logic, and integrated data foundation used for monthly reporting were extended into forecasting. This enabled a consistent recurring monthly forecasting cadence that had been difficult to sustain in the previous manual environment. Actual performance and forward-looking expectations could therefore operate within the same financial framework rather than being rebuilt as separate processes.
Integrated Annual Planning
The annual planning environment connected the organization’s major operational and financial drivers:
- Revenue Planning
- Headcount & Payroll Expense Planning
- OpEx Planning
- Expense Allocation
- P&L Planning
- Balance Sheet Planning
- Cash Flow Planning
This created a more integrated relationship between operational assumptions and financial outcomes. Rather than treating each planning component as an isolated exercise, the solution brought them together within a common FP&A environment.
A Common Data and Calculation Architecture
The reporting, forecasting, and planning processes were supported by a common data and calculation architecture.
The architecture automated:
- Data sourcing from multiple systems
- Transformation and organization of source data
- Reconciliation and exception management
- Standardized master-data treatment
- Complex expense allocations
- Business-specific revenue and cost calculations
- Currency calculations across scenarios
- Actual exchange-rate and constant-currency views
This meant actuals, reporting, forecast, and plan no longer operated as separate exercises built on independently prepared data. They operated within one common FP&A framework.
Business Outcomes
The transformation moved the organization from fragmented and manually intensive Finance processes toward a standardized, connected FP&A environment supporting the complete planning and performance management cycle.
Integrated Reporting, Forecasting and Planning
Monthly reporting, forecasting, and annual planning were brought together within a common environment.
The resulting cycle became:
Actuals → Monthly Reporting & Analysis → Forecast → Annual Plan
This created a stronger connection between historical performance and forward-looking financial management.
Sustainable Monthly Forecasting
The standardized and automated environment enabled a consistent monthly forecasting cadence that had previously been difficult to maintain.
More Efficient Monthly Reporting
Automated data sourcing, transformation, reconciliation, and exception management reduced the manual preparation required for recurring financial reporting.
Reduced Manual FP&A Effort
Automation reduced repetitive activities across data collection, consolidation, reconciliation, and calculations within reporting and planning cycles.
One Framework Across Fragmented Systems
Multiple ERP and operational data sources were connected through a common FP&A architecture while accommodating differences in the underlying business models and cost structures.
Standardized Financial Language
Common master structures, nomenclature, calculation methodologies, allocation logic, and currency treatment created greater consistency across actual reporting, forecasts, and plans.
Connected Financial Statements
Revenue, workforce costs, OpEx, and allocations flowed through an integrated:
P&L → Balance Sheet → Cash Flow
planning framework, providing a more complete view of financial performance.
