One platform. Eight decisions.

Every invoice, payment and promise across your ERP, your bank statements and your ETA e-invoicing feed, resolved so that one customer is one customer regardless of how many times they were entered.

Each morning: what crossed an ageing threshold overnight, which accounts will breach their credit limit on the next order, and which are following the pattern of accounts that stopped paying last year.

Then a proposed action per account — credit hold, payment plan, escalation — written back into your ERP under your permissions when you approve it.

Stock positions across warehouses, distributors and outlets, reconciled against sell-out rather than sell-in.

A forward view per SKU per location: days of cover remaining, the date it runs out, and the confidence in that date.

The transfer or the replenishment order that closes the gap, sized and costed, ready to write into your ERP.

One scorecard per distributor across volume, mix, coverage, payment behaviour and returns, on the same basis for all of them.

Not a ranking. An attribution: which part of the shortfall is territory, which is execution, and which is a pricing or credit decision you made.

The intervention per distributor, from a stock rebalance to a credit term change, with the historical evidence attached.

Every promotion, discount, listing fee and rebate, matched to the volume it was supposed to move and the margin it actually produced.

Incremental versus baseline, so that a promotion which sold what would have sold anyway is visible as the cost it is.

A view by customer, by SKU and by mechanic, so the next negotiation starts from evidence rather than from last year's number.

Batch-level shelf life across your own warehouses and, where the data reaches, your distributors' too.

Ranked by value at risk and by how much time remains, not by expiry date alone — a large batch with sixty days is more urgent than a small one with thirty.

The intervention while it is still worth something: redistribute, discount, or return, with the write-off avoided stated in EGP.

Planned versus actual coverage by route, by rep and by territory, on a map.

Outlets that have gone quiet, outlets that were never visited, and outlets that exist in one system and not another.

The route change, the territory reassignment, or the outlet reactivation, sized by the revenue it recovers.

Each entity's ledger read where it sits, on whichever system it runs, without asking anyone to migrate.

Intercompany positions matched and eliminated, and FX applied at the rate captured on the transaction date rather than at a month-end guess.

A group position available on any day of the month, not three weeks after it ends.

A live inventory of personal data across systems, with the country each copy physically sits in — the artefact a cross-border transfer licence application actually asks for.

A record of processing structured to be read by an inspector directly, covering consent, categories, purposes, recipients, retention, access, requests and erasure.

Subject requests answered against one model instead of five systems, which is the only way the six-working-day clock is survivable.