Then you’ve come to the right place. We have them, along with over 650 other highly qualified consultants in finance, financial services, and HR.
With the support of our interim consultants, you can quickly cover a temporary vacancy, bridge a gap between two positions, manage parental leave, or tackle an exceptional project. 99% of our clients are satisfied or very satisfied with our ability to understand and address their needs and requests.
Don’t settle for good. At Prodiem CFO, we aim higher, offering you a more comprehensive process with a strong focus on personal and cultural fit, alongside financial expertise.
Prodiem has always been very good at understanding us, our operations, and our organization. Because of this, they have evolved to serve as a very good speaking partner in staffing matters rather than just being a pure supplier. They dare to challenge us in the dialogue, which I have always appreciated.
/Niklas Strömquist,
CFO, Söderberg & Partners
Anna Abrahamsson CEO, Business Area Manager Interim Consultant. Call 070-691 01 35, email Anna or fill out the form.
We have many qualified and dedicated consultants.
a CFO with us would be described as follows:
Interim Head of Finance – Publicly Traded MedTech Company
Erik was involved i budget processes, monthly reporting (IFRS), analysis, and forecasting. He actively contributed to strategic business planning and implemented process improvements that enhanced transparency and efficiency within the company.
Interim CFO – Publicly Traded Technology Company
Erik led a team of 24 people, ensuring SOX compliance and managing monthly and quarterly reporting, as well as forecasts. He executed a major cost-saving program and was responsible for transitioning to a new ERP system.
Interim CFO – Publicly Traded Technology Company
Erik oversaw both finance and legal departments, managing a total of 12 people. He conducted a comprehensive due diligence process and divested one of the company’s business units in the Nordics.
CFO – Publicly Traded Software Company
Erik was responsible for overseeing all financial, human resources, and legal functions. He led a team of 43 employees and reported quarterly results to investors and other stakeholders. He implemented an innovative reporting and forecasting model that significantly enhanced the company’s operational efficiency.
CFO – Publicly Traded Technology Company
During a period of declining revenues and margins, Erik focused on restoring the company’s credibility. He managed finance, investor relations, corporate communications, and the IT department. He also implemented cost-saving programs that resulted in annual savings of 700 million SEK.
CFO – Publicly Traded Manufacturing Company
In this role, Erik handled Nordic reporting for the American parent company and was responsible for investor relations. He successfully implemented SAP and ensured compliance with the Sarbanes-Oxley Act (SOX) regulations.
CFO – IT Company
Erik led the finance department for the group, ensuring effective operational and strategic governance. He introduced a comprehensive SAP system and established a transfer pricing model.
“His ability to quickly understand complex financial problems and develop strategic solutions has been invaluable. He is not only a skilled economist but also a naturally inspiring leader who motivates his team.”
“During his time as interim CFO, we observed a significant improvement in both our financial reporting processes and our results. His efforts in achieving cost savings and enhancing processes have truly set a new standard for us.”
“His commitment to transparency and efficiency has made a substantial difference in our organization. With his expertise and humble leadership, he has helped us navigate through a very challenging and turbulent time.”
A typical Business Controller at our company would be described as follows:
Business Controller, Telecommunications Industry
Sofia implemented a new budgeting and forecasting tool for the company. She was involved in every stage, from establishing the requirements specification to procurement and implementation. In addition to this project, she worked on analysis and forecasts for a specific business area and provided close support to the business area manager.
Business Controller, IT Industry
Sofia handled monthly closing activities, result analysis, budgeting and forecasting, ad hoc analyses, and business cases. She tracked costs and revenues and conducted in-depth analyses, working closely with three business area managers.
Business Controller, Telecommunications Industry
Sofia was responsible for the reporting, budgeting, forecasting, and business analysis of the company’s largest division. She focused extensively on project follow-up and provided controller support for the division manager and group leaders. Additionally, Sofia developed a new set of key performance indicators (KPIs), which are now used monthly for analysis and follow-up.
Regional Controller, Service Company
Sofia managed a geographic area of operations, where she worked on financial monitoring and analysis, as well as participating in budgeting and forecasting efforts. She reported on and analyzed key performance indicators for the region and provided business support to managers within that area. Sofia also had supervisory responsibility for two controllers.
Financial Controller, Real Estate Industry
Sofia was responsible for internal cost and revenue reporting, as well as reporting to the French parent company. Her duties included budgeting and forecasting, along with analyzing costs and revenues. She streamlined reports and processes using tools such as Excel and Oracle, among others.
Finance Manager, IT Industry
Sofia was in charge of the company’s accounting, internal control, and governance. She established routines and processes during the company’s startup phase. As a member of the management team, she was responsible for budgeting, monitoring results, and managing liquidity. She handled financing issues and prepared financial statements, annual reports, and tax returns. Additionally, she served as the point of contact for auditors and had personnel responsibility for two staff members.
Financial Analyst, Pharmaceutical Industry
In this role, she was responsible for closing accounts, analyzing outcomes, and forecasting and budgeting for Nordic operations. Sofia conducted daily margin analyses and provided status reports to product managers.
“Sofia is efficient, analytical, and skilled in Excel. She has a great sense of humor as well.”
“We could definitely rely on Sofia for this assignment, as she found a solution to a long-standing problem that we hadn’t had time to investigate.”
A typical Accounting Manager at our company would be described as follows:
Accounting Manager, Construction Company
Fredrik was responsible for the monthly, quarterly, and annual financial closing, as well as reporting to the parent company in Denmark. He worked extensively on streamlining routines and processes, as well as improving documentation. A significant focus was placed on delivering the internal reports requested by the organization. He had personnel responsibility for four employees and served as a superuser in the business system.
Accounting Manager, Real Estate Company
Fredrik had ultimate responsibility for the accounting function, which included managing a team of seven. He oversaw the monthly, quarterly, and annual financial closing processes and prepared annual reports, income tax returns, and other tax declarations. He also improved the closing process by establishing clearer divisions of responsibility and implementing more frequent reconciliations during closing periods.
Financial Controller, Pharmaceutical Company
Fredrik’s main responsibility was to analyze the financial results each month and report them to management and the board of directors. He worked extensively on budgeting and forecasting, and he developed a new reporting structure to present the monthly outcomes.
Accounting Manager, Real Estate Company
Fredrik was responsible for the monthly and annual financial closings, financial reporting, tax declarations, and the preparation of annual reports. He also handled a simplified consolidation for about ten companies. Additionally, he was involved in acquisitions from an accounting perspective. Fredrik had personnel responsibility for three team members and was part of the company’s management team, reporting directly to the CEO.
Auditor, Big Four Audit and Consulting Firm
Fredrik worked as an auditor for five years, during which time he became certified. His role involved auditing clients’ financial statements and management practices. He was responsible for reviewing and evaluating clients’ internal controls (SOX audits) and procedures. Furthermore, he provided consultations on the preparation of annual reports and tax declarations, as well as auditing groups in accordance with IFRS.
“The consultant quickly familiarized himself with the tasks and demonstrated great efficiency. He possesses extensive knowledge of accounting and accounting regulations.”
“He is a dedicated consultant who has truly added value to our work. Additionally, he is very pleasant to collaborate with.”
“It was impressive that he was so well-versed in our business system. He identified issues in the system that we had not previously discovered. Moreover, he exhibited excellent leadership skills, which is rare for consultants who are also adept in accounting and systems.”
A typical Group Accounting Specialist at our company would be described as follows:
Group Accounting Economist with Acquisition Focus, Real Estate Company
Ulrika was responsible for consolidating approximately 50 companies and served as the primary contact for subsidiaries regarding accounting and reporting matters. She participated in several company acquisitions, where her role included preparing acquisition analyses. Additionally, her responsibilities encompassed internal control tasks, such as establishing policies, implementing internal controls, and overseeing the follow-up and improvement of internal procedures.
Group Accounting/System Consultant, Pharmaceutical Company
As the project manager for the implementation of the consolidation system, Ulrika was tasked with setup, conducting test runs, and reconciling the financials of the group, which consists of over 80 companies. This role also involved developing the group’s reporting package.
Head of Group Accounting, Publicly Listed Consulting Company
Ulrika managed the consolidation process for monthly, quarterly, and annual financial statements for the group, which comprises approximately 30 wholly owned subsidiaries primarily operating in Europe. She was also responsible for cash management, treasury issues, and general tax matters for the group. Additionally, she acted as an expert advisor to the subsidiaries on IFRS standards, accounting, and reporting issues, and contributed to external reporting.
Head of Group Accounting, Publicly Listed Technical Trading Group
Ulrika was responsible for consolidating the group’s financial statements, preparing reports for the board, and ensuring legal external reporting in compliance with IFRS. She maintained communication with subsidiaries across Europe and Asia and participated in integrating new companies into the group. Additionally, she had personnel responsibilities for two employees.
Group Accounting Manager, Publicly Listed Industrial Company
Ulrika compiled and consolidated monthly, quarterly, and annual financial statements for the group, along with external reporting. The group consisted of approximately 20 wholly-owned subsidiaries, primarily operating in Europe. She also worked extensively on liquidity and currency issues, both internally and with the bank, with all reporting conducted in accordance with IFRS.
Auditor, Big Four Audit and Consulting Firm
During her time as an auditor, Ulrika performed standard audit tasks focused on large, publicly-listed companies. Early in her career, she specialized in group accounting, auditing groups with 20 to 300 subsidiaries. She also led internal training sessions on group accounting and IFRS.
“Ulrika quickly became familiar with the legal structures and promptly identified potential risks.”
“She was more than just a consultant who stepped in to manage things for a year; she also helped us streamline our reporting processes in ways I hadn’t imagined possible.”
“It was truly a pleasure to have Ulrika on our team. She made significant contributions, both in terms of her expertise and on a personal level.”
A typical Financial Controller at our company would be described as follows:
Martin holds a degree in business and economics and has worked as a consultant for the past seven years.
Financial Controller, Insurance Industry
Martin was responsible for monthly reporting, budgeting, and forecasts. He actively participated in financial closing and further developed and streamlined the client’s reporting processes. Additionally, he played a key role in the implementation of a new budgeting and forecasting tool.
Accounting Manager, IT Company
In this role, Martin oversaw the company’s accounting and reporting, both internal and external. He tracked revenue and results across different business areas and was responsible for budgeting and forecasting processes. Martin worked on monthly closings, result analysis, budgets, forecasts, and performed ad hoc analyses, including cost and revenue monitoring.
Financial Controller, Insurance Industry
As the responsible controller for a business area, Martin handled follow-ups, budgets, and forecasts. He coordinated the budgeting and forecasting processes and was also involved in various internal projects within the finance department, such as the implementation of a new financial system.
Accounting Manager, Retail Industry
Martin managed accounting and reporting for the European segment of the business. His responsibilities included preparing monthly, quarterly, and annual financial statements, reporting to the parent company in Japan, as well as handling external reporting, tax, and income declarations.
Controller, Media Company
In his role as Controller for two of the four business areas within the group, Martin focused on tracking financial key performance indicators, cash flow analyses, budgeting, and forecasting. He analyzed results monthly and reported to the CFO. Additionally, he established new procedural guidelines and checklists for the group’s budgeting processes.
Auditor, Big Four Audit and Consulting Firm
Martin served as the lead auditor for both private and publicly listed companies across various industries. He was responsible for coordinating and managing the audit team. His role involved planning, documenting, and reporting on audits, as well as conducting investigations, analyses, and reviews of internal controls. Additionally, he assisted clients with accounting issues and helped them implement procedures to strengthen their internal controls. Martin has successfully passed the certification exam.
“A very pleasant consultant assisted us in streamlining our processes, which allowed us to reduce our reporting time by two days due to his efforts.”
“He is an efficient analyst with strong skills in systems.”
“He has a broad range of expertise, is knowledgeable about accounting regulations, and possesses strong analytical skills.”
Interim Consultants and Interim Managers in Finance and Accounting
… etc.
Here’s how it works: we guarantee an efficient and quality-assured process
Hiring a consultant should ideally be as quick as possible while ensuring high quality.
Prodiem has a good understanding of the skills we are looking for, and we always feel confident that we receive professional support in our recruitment efforts. Prodiem is a partner we can always rely on, and we are pleased with the long-term and stable collaboration that has provided us with many talented colleagues and interim solutions.
/Ann-Sofi Reichhuber,
HR Partner, AB Svensk Exportkredit
We always pair the right consultant with your assignment. Here are some examples of what different assignments can entail. What does your need look like? Contact us and describe your challenge.
“As an interim CFO, it is essential to quickly familiarize oneself with the company you join. Often, you step in when the previous CFO has left. In my most recent assignment, I was the CFO of a medium-sized company with a turnover of approximately 1 billion, and I was ultimately responsible for a finance team consisting of 10 employees. I had the opportunity to work closely with the operations, focusing on a hands-on approach and a coaching leadership style. The role was broad and included both strategic and business planning, as well as restructuring and change management. There was a strong emphasis on understanding the results and increasing the company’s profitability.”
“As a Compensation & Benefits Manager, I work on mapping existing processes in areas such as payroll, pensions, insurance, and employee benefits, providing recommendations for future practices, and documenting and securing buy-in. This involves ensuring that the company has competitive and cost-effective strategies and solutions for all employees. I also drive and implement the company’s compensation strategy. I engage in trend analysis, market research, and surveys to ensure that the company has quality decision-making materials for both strategic and operational issues within the field.”
