Awareness and acceptance by senior management


Demonstrate reasons for change in a language that Finance understands.

The deck in the first link shows a conceptual roadmap that could be used as guideline. As organization structures or maturity levels are not the same, the startpoint could for every company be different. Important from a business and finance perspective is that the financial reports are read and studied and when available investors calls that you listen in and analyze to get a grip of the company compliance statements, business objectives & strategy and short and long term forecasting, etc. Those are the sales arguments for change you need.

Based on that define the areas where indirect tax (or TP) has the biggest impact and lowest performing process or technology.

This is further explained in ‘Achieving stakeholder satisfaction‘ and ‘Writing a business case, problem statement and calculate Return on Investment‘.

About Richard Cornelisse

I advise multinational businesses in improving the efficiency and effectiveness of their Indirect Tax Function and Tax Control Framework. I started my career as a manager at Arthur Andersen and then became a partner in EY where I led the indirect tax performance team for Netherlands and Belgium. Currently I am a senior managing director of Phenix Consulting. I have over 20 years’ experience advising clients on international VAT issues. I am specialized in the tax aspects of financial transformations, shared service centre migration, and post merger integration work. I am also somewhat of a mentor, giving back to the profession. If you are interested in conversation and discussion, please feel free to contact me.
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