When Celsius’ European Finance Director moved to the company’s headquarters in the United States, the organisation faced a challenging situation with a temporarily vacant leadership role. A fast and controlled resourcing process was required before a successor could be recruited. Celsius, known for its energy drinks, turned to its partner NIS to ensure that the finance function remained fully operational during this critical period. Alexander Franzén from NIS Sweden was appointed as Celsius’ Interim Finance Director. With a strong background in external audit and experience in financial analysis, Alexander was exactly what the client needed. In addition, Pontus Kaneberg from NIS was recruited to take on the role of Head of Financial Control. NIS’s deep understanding of its finance professionals’ competencies and strengths, combined with insight into the client’s objectives, enabled an efficient and well-matched placement of these key roles. Finance expertise and adaptability were key to success For an external finance consultant to get off to a strong start, deep financial knowledge alone is not enough - the ability to quickly absorb new information is equally important. Both Alexander and Pontus were successfully integrated into Celsius’ existing finance team, which already included a Group Financial Controller, Financial Controller, and Business Controller. “A finance consultant must quickly adapt to a dynamic environment and take in a large amount of new information. Broad financial expertise is of course essential, but in a changing environment, social skills and adaptability are also crucial”, says Alexander. The broad and international scope offered a challenge Alexander Franzén served as Interim Finance Director for seven months and contributed as part of Celsius’ European management team. He was responsible for the accounting and finance functions in Sweden, Finland, Norway, and the UK. His responsibilities included financial planning, forecasting, budgeting, and analysis of business performance to drive efficiency and results. “During the collaboration, the client benefited from a fresh external perspective on financial analysis and risk management”, Alexander emphasizes. In his role as interim Finance Director, he reported directly to the European Managing Director and worked closely with sales, marketing, and supply chain teams. He was also responsible for preparing and reporting monthly, quarterly, and annual accounts to the parent company in the United States. Pontus Kaneberg’s experience in analysis and reporting further strengthened the client’s finance team. “Many of our clients, such as Celsius, operate in both Sweden and Finland. NIS’s ability to act as a trusted partner in both markets is a significant advantage for our clients”, says Alexander.

Erik Liljeström är en av NIS grundare. With more than 10 years of experience in the interim industry, I have seen interim services become a key driver of change within the finance function. The finance department is a critical part of any organisation, and interruptions are not an option. Work must continue smoothly even in challenging and exceptional situations, such as mergers and acquisitions, changes in reporting requirements, or when a controller leaves their role. Traditionally, interim services have mainly been used to temporarily fill CFO positions. At NIS, we have broadened this perspective in both Finland and Sweden. I believe that a company’s success requires support at all levels of the finance function. For example, a Business Controller acts as the organisation’s financial guide, steering operations towards its financial targets. Their expertise and analytical capabilities are invaluable to our clients. A new perspective and leading solutions Interim consultants are needed not only to cover temporary resource gaps, but also to drive the development of processes and systems. At present, demand is particularly strong for specialists in advanced IFRS conversions, project managers for process development, and experienced finance professionals who can bridge temporary competency gaps. Hiring an interim consultant is often both faster and more cost-effective than recruiting an employee for a fixed-term position. In the best case, a consultant from NIS can be on site as early as the next day. I especially recall one situation where one of our consultants visited a client to assess their needs - and shortly afterwards called to say they would be staying with the client for six months. ”I especially recall one situation where one of our consultants visited a client to assess their needs - and shortly afterwards called to say they would be staying with the client for six months.” NIS interimkonsulter har bred och djup erfarenhet inom ekonomifunktionen och kan snabbt sätta sig in i kundens situation och utmaningar. Många av utmaningarna liknar varandra, men jag har också sett hur en interimkonsult kan tillföra nya perspektiv som leder till oväntade, värdefulla insikter. Jag brukar kalla dessa insikter för "guldklimpar" – oväntade fördelar som ofta uppstår när en erfaren interimkonsult kliver in. Understanding the client’s needs and matching them with the right consultant is one of our strongest capabilities. What sets us apart is our close, personal relationship with our consultants - I have in-depth knowledge of their skills, experience, and areas of development. I have great confidence in their abilities and potential, and the positive feedback we receive from our clients is the strongest confirmation of this. NIS interim consultants have broad and deep experience within the finance function and can quickly understand a client’s situation and challenges. Many challenges are similar in nature, but I have also seen how an interim consultant can bring new perspectives that lead to unexpected, valuable insights. I often refer to these insights as “golden nuggets” - unexpected benefits that frequently emerge when an experienced interim consultant steps in. Erik Liljeström is one of the pioneers of finance interim services in the Nordics. For over 10 years, he has challenged traditional ways of working and developed new service models to meet companies’ needs for temporary, high-level expertise within the finance function. NIS - Northern Interim Services, was founded in 2019 and today employs around 80 finance specialists in Finland and Sweden.

The US listed technology company DoorDash acquired the Finnish tech company Wolt a couple of years ago. However, the collaboration with NIS had already started earlier, when Wolt was looking for a partner to support its growth. In preparation for the acquisition, the company required, for example, IFRS and US GAAP conversions, as well as an upgrade of its monthly reporting to the standards of US listed companies. With the new growth phase, Wolt’s reporting requirements increased, and in many areas the level of documentation became stricter than in Finnish listed companies. Three years ago, Wolt engaged an interim finance consultant, as rapid growth also brings new situations and temporary resource gaps. This has supported Wolt’s continued development, helping the finance organisation keep pace with growth while also expanding its capabilities. “NIS felt like the fastest and easiest way to bring in temporary support for our rapidly growing organisation. The NIS team didn’t just understand our needs from a few bullet points—they responded to them quickly and effectively”, says Raisa Kinnunen, VP Shared Services and A&R at Wolt. The finance function grew rapidly from a team of around 20 people to an organisation of 110 Wolt är för närvarande verksamma i 27 länder och dess ekonomifunktion har femdubblats under de senaste åren. Tillväxt och internationell expansion syns i hela verksamheten, till exempel är de flesta teamen globala. De förändringar som tillväxten medför återspeglas direkt i organisationen, med bland annat nya projekt, processer och kontroller. NIS konsulter har därför arbetat på Wolt i flera olika roller, till exempel som Project Manager, Senior Manager of Group Accounting, Group Financial Controller och Payroll Controller. Wolt currently operates in 27 countries, and its finance function has grown fivefold over the past few years. Growth and international expansion are reflected across the entire organisation - for example, most teams are now global. The changes brought about by growth are directly visible in the organisation, including new projects, processes, and controls. As a result, NIS consultants have worked at Wolt in a variety of roles, such as Project Manager, Senior Manager of Group Accounting, Group Financial Controller, and Payroll Controller. Anne Evinsalo, finance consultant at NIS, has led global projects and system implementations both across Wolt as a whole and within the finance function. Jutta Lehtinen, also a consultant at NIS, initially joined the Internal Controls team and later transitioned into the role of Country Controller. “I believe the most significant benefits of the interim consultants have come through the projects themselves. The implementation of the BlackLine system, which governs monthly reporting, is a good example of this. In the project, NIS’s own project team worked alongside Wolt’s internal team”, says Kinnunen, highlighting the importance of collaboration. Evinsalo from NIS has served as Process Lead in the project and is very enthusiastic, as the change has increased transparency in figures, improved timeline tracking, and made work more efficient through system integrations. “The BlackLine system was implemented across all countries and entities. The project was extensive, as it was not only about implementing a system, but also harmonising monthly reporting processes across Wolt’s different entities while taking into account the new SOX control requirements”, Evinsalo explains. The development of Wolt’s controls represented a major cultural shift When DoorDash acquired Wolt, the implementation of SOX controls became a necessary step. SOX triggered a kind of domino effect, after which many new controls were introduced and documentation of existing controls became significantly more stringent. “This has meant a major cultural shift that has required substantial adaptation. There seems to be no other company in Finland that, during a period of rapid growth, has had to meet such strict control requirements. It has been inspiring to see how the teams and the company have adapted to the necessary changes by working towards a shared goal. At the same time, we have still managed to maintain a relaxed and inspiring atmosphere”, says Lehtinen. Wolt Wolt is a technology company founded in Helsinki that makes it easy to order food and other everyday goods. Through the Wolt app, customers can order meals from their favourite restaurants, fresh groceries, and other products delivered directly to their door. To enable this, Wolt develops technology for local logistics, grocery retail, and financial services. In addition, Wolt operates its own grocery store, Wolt Market. Wolt’s mission is to make cities better places by working together with local partners. Founded in Helsinki in 2014, Wolt joined forces with DoorDash in 2022 and is today operating in 31 countries, 27 of which use Wolt’s product and brand.

KH Group Oyj, formerly Sievi Capital, was one of the first Finnish listed companies to undergo a historic transformation in its IFRS reporting - from an investment company to a conglomerate. This transition began in the summer of 2023. Due to the lack of existing documentation and guidelines for an IFRS conversion project of this kind, the project team was highly motivated to develop innovative solutions within the framework of IFRS reporting requirements. At the outset, the company had five portfolio companies, of which only one reported under IFRS. Due to the transition to a conglomerate structure, it was essential to bring the remaining four companies in line with the same reporting standard. While the portfolio companies recognised the benefits of unified reporting and consolidation, they were also concerned about the significant - and partly unclear - additional workload the change would entail. It was clear from the beginning that the implementation would be both challenging and demanding. A project team of experienced finance professionals NIS was tasked with forming a project team for this demanding assignment and chose to collaborate with Backo, an organisation specialised in IFRS services. A consulting team with broad expertise and experience in financial management - from listed companies as well as the external audit sector - was selected for the project. The four-person team consisted of Ville Nikulainen and Anssi Airaksinen from NIS, along with Ville Jakonen and Sakari Valjakka from Backo. Together, they operated as a unified team towards the client. The project also involved key stakeholders, including the former Sievi Capital finance and group management, as well as the CFOs of the portfolio companies. From the outset, representatives from all five portfolio companies were part of the project team, which helped ensure a holistic approach and improved communication between the companies. “The timeline for the transition to a conglomerate structure was defined based on the reporting date of the next quarterly results following the Annual General Meeting. For the project to succeed, it was crucial to stay on schedule and within budget. In addition, maintaining a high level of quality was a fundamental requirement for a listed company”, says Ville Nikulainen regarding the project conditions. As this was the first time the conglomerate implemented IFRS reporting, close collaboration with the audit firm was critical to the project’s success. Thanks to this cooperation, different parts of the IFRS conversion were completed in time for the consolidated reporting material to be approved by the auditors well ahead of the publication of the interim report. A well-planned schedule ensured a successful reporting transformation Although the reporting change initially seemed like a very extensive undertaking, the additional workload it created proved to be manageable in practice. “We prioritised the most critical objectives of the project and, for example, chose not to force all reporting changes into the strict project timeline. Some changes were deliberately postponed to the year-end closing phase”, says Anssi Airaksinen. Ville Jakonen and Sakari Valjakka from Backo agree on the importance of prioritisation in such a comprehensive transformation. They also highlight other factors that contributed to the project’s success: “In a unique project like this, experts with an entrepreneurial mindset in financial management, problem-solving, and effective collaboration play a crucial role. In addition, careful planning, hard work, and the ability to ask for help at the right time are essential.” Following the completion of the project, a Group Financial Controller was appointed at the parent company, who now utilises the guidelines developed by the project team in their day-to-day work. KH Group Oyj KH Group is a conglomerate consisting of four business areas that are leading players in their respective industries, spanning B2B products, B2B services, and consumer retail. The strategic shift implemented in 2023 aims to focus on the operations of KH-Koneet, a supplier of construction equipment. KH Group’s shares are listed on the Helsinki Stock Exchange. www.khgroup.com

Valoo provides fiber optic connections to Finnish households and has experienced rapid growth in recent years. The implementation of Adaptive Planning for internal accounting was an important step toward real-time reporting, data-driven management, and more efficient forecasting and budgeting processes. The system was implemented with a relatively small team. From Valoo, the project team included CFO Vesa Koivula and a Business Controller. From NIS, two finance consultants - Riina Valkama and Henna Kettunen - participated, along with two representatives from the system provider. The system was built in approximately three months as a daily tool for company management. After this, the project moved into its second phase, and the integration between different financial management systems was gradually completed 2023. “We carried out the first phase of the project on a particularly tight timeline. We needed support from experienced controllers to ensure our financial processes matched the requirements set by these changes - both in terms of capacity and structure. Riina and Henna led the project independently and with strong ownership. Without them, it would not have been possible to complete the integration within this timeframe”, says CFO Vesa Koivula about the collaboration. Support across the entire finance function In addition to the system project, NIS finance consultants Riina Valkama and Henna Kettunen also provided close support to the entire finance team. Alongside their day-to-day finance tasks, the project team worked on developing financial management processes and supported forecasting and budgeting cycles. As the company continued to grow rapidly, Valoo’s finance team also received support from NIS in onboarding new employees. “From the very beginning, we became part of Valoo’s warm work community and finance team. We were invited to the company’s summer party and team lunches. The fast pace of the project enabled us to quickly take ownership of our roles and collaborate seamlessly with the finance team. ‘Well-functioning’ is a word that describes our highly successful and meaningful collaboration”, say Riina and Henna from NIS. Rapid growth and an international ownership structure increased the need for IFRS expertise Valoo’s core business has accelerated rapidly over the past year. The company is actively engaged in growth, financing, and acquisitions. For example, new financing models and other changes have created new requirements for IFRS reporting. Valoo did not have in-house resources dedicated to these highly specialized tasks, nor a need to hire a full-time employee for this purpose. Therefore, NIS IFRS consultant Jussi Jurvelin joined the finance team. “In spring 2023, Valoo had an urgent need to calculate an IFRS purchase price. We resolved the matter quickly, after which we discussed broader collaboration within finance. We continued in the autumn by planning future IFRS development work. We streamlined processes and implemented solutions so that the client would have the right models and tools ready for the next phase of growth”, says Jurvelin from NIS. Koivula from Valoo adds: “Our collaboration has been efficient and smooth. The work we’ve carried out has been aligned with our company’s lifecycle, and together we’ve created practical, functional solutions—while fully meeting IFRS requirements. Initiating this kind of project early in a company’s growth journey is extremely important for ensuring transparency and fulfilling our obligations.” Valoo Oy Valoo is a Finnish fiber optics company founded in 2019, with a mission to make Finland an information society that meets international standards. Over the coming years, Valoo is investing more than EUR 500 million in Finland’s digital infrastructure, bringing fiber connections to over 300,000 Finnish homes and employing nearly 1,000 people across Valoo and its network of contractors throughout the country. Valoo is owned by the Dutch infrastructure investor DIF Capital Partners, and Tesi (Finlands Industriinvestering AB).

How does a consultant integrate into a client’s work environment? Does the consultant find meaningful work and a clear role within the company’s day-to-day operations? How does a consultant integrate into a client’s work environment? Does the consultant find meaningful work and a clear role within the company’s day-to-day operations? NIS consultant Rebecca Kero worked for six months as an Interim Business Controller at Bonava, filling in for a paternity leave. Rebecca quickly found her way within the construction industry thanks to the warm reception at Bonava. Bonava Group is one of Europe's leading residential developers. In the Nordics Bonava operates in strong growth centers such as Stockholm, Gothenburg and Malmoe in Sweden and Helsinki, Tampere, and Turku in Finland. The company emphasizes quality and ecological sustainability, with responsibility and sustainability forming the foundation of its business. Responsibility and sustainability were aspects that intrigued Rebecca about the company. But what was the actual day-to-day work like at Bonava? "In a role as a consultant, it can often be challenging because information often needs to be gathered from various sources, and one must tolerate uncertainty. At Bonava, information was always available in a clear format, aiding me in my development toward construction industry finance excellence" The Business Controller's responsibilities primarily included monthly reporting, cash flow forecasts and cost evaluations. Rebecca received thorough orientation, clear guidelines, and precisely defined tasks, bringing both flexibility and structure to her workdays. In addition, Bonava’s clarity about the desired outcome made it easier to take control of the role. "In a role as a consultant, it can often be challenging because information often needs to be gathered from various sources, and one must tolerate uncertainty. At Bonava, information was always available in a clear format, aiding me in my development toward construction industry finance excellence. Furthermore, asking questions was easy and natural, which helped me quickly integrate into the role, the industry, and the working methods" Rebecca continues. "In the construction industry revenue recognition practices and tax-related issues can be challenging, which forced me to think in new ways" Rebecca explains. "I joined Bonava at an interesting phase in the annual cycle, where I participated in budgeting and year-end financials. In the current world situation, looking far into the future in the construction industry is difficult. But I quickly learned how the company addresses these challenges." Although Bonava is a large corporation, Rebecca felt a warm reception: "It felt like I was valued as an expert and became part of a family where everyone is involved in a collective effort. Getting acclimated to the company culture was made easy at Bonava. It was effortless to join for lunch or after-work events because the work environment felt safe and immediate. A strong organizational culture supported development and new ideas across the board. A large corporation can potentially feel threatening and bureaucratic, but in Bonava's case it felt like everyone was united in a common cause and we had each other’s backs." The timing was also exceptionally interesting because the construction industry faced challenges due to inflation, rising interest rates and slowed consumer demand. Sometimes a company can benefit from an external perspective. An Interim Controller acting as a temporary resource is often an invaluable asset to a company: offering assistance, expertise and new ideas on short notice and precisely when needed the most. Bonava was so pleased with Rebecca's contributions that she continued with the company into the fall of 2023. "It was delightful to return to the construction industry because there you witness how budgets transformed into responsibly constructed sustainable homes." Thank you for the collaboration!

Musti Group is the leading pet supply company in the Nordic region, operating in Sweden under the retail brand name Arken Zoo and Musti & Mirri in Finland, while in Norway simply under Musti. In 2022 Musti Group’s combined turnover in the Nordics was nearly 400 million euros. In the spring of 2022, the company’s finance function found itself in somewhat of a pickle due to organizational changes. Musti Group identified the requirement of an external accounting expert to ensure the continuation of smoothly running finance operations during a period encompassed by both recruitment processes and year-end financial closing. NIS moved to swiftly and flexibly provide the services of NIS consultant Janne Turpeinen to assist Musti Group. As a specialist in external accounting and bookkeeping, he seamlessly integrated into the company to ensure the uninterrupted continuity of financial accounting. Taru Manner from the group's finance team expressed her satisfaction stating: "We are pleased that we were able to secure the services of a highly skilled professional to meet our interim needs, which would have otherwise proven challenging to fill within such a short timeframe." Upon his introduction to the pet industry Janne not only managed the intricacies of bookkeeping, but also actively participated in the enhancement of the company's financial processes and systems and extended his support to colleagues during periods of heightened workload. His responsibilities also encompassed the onboarding of new accountants and the seamless transfer of knowledge. "We are pleased that we were able to secure the services of a highly skilled professional to meet our temporary needs, which would have otherwise proven challenging to fill within such a short timeframe.” Taru Manner, Group Financial Controller, Musti Group “Janne seamlessly assumed his role and swiftly adapted to his tasks due to his solid expertise, even taking on the responsibility of training new team members. He seamlessly integrated into our team and adapted into Musti's work culture, which was crucial for successful collaboration," said Taru Manner about their cooperation. Janne, for his part, acknowledged the dedicated support and teamwork at Musti, affirming, "I never felt isolated or alone." Janne has enjoyed his time at Musti Group, not least because he had the opportunity to interact with office dogs during meetings and work. He feels that he has learned a lot about systems and the financial closing process. As an outsider to the organization, Janne has been able to bring a fresh perspective, highlight areas for improvement and contribute to the refinement of financial processes. Describing Musti's work culture as both dynamic and adaptable to change, he commented: "Issues were promptly addressed, decisions were swiftly executed, and my team and supervisor were always available, willing to involve me in the day-to-day operations of the company, as well as to accept ideas and advice." The assignment carried out for Musti Group is a fitting example of how effective the utilization of interim resources can be at its best. The right professional was swiftly identified, and work began immediately. It would have been challenging to allocate resources from within the company on such a tight schedule for the finance team's needs. Thank you for the cooperation!

STARTING POINT At the end of summer 2022, Mikko Sopanen, CFO of Endomines Oy, contacted NIS and asked for help when their Business Controller was taking a sabbatical. For support the Group Controller, Endomines needed a partner to support their Group Controller and could handle both external and internal accounting. The aim of the partnership was to develop financial processes, as well as help with several large projects. Endomines Oy is a modern mining company engaged in gold ore exploration and mining in Finland and United States. Production is focused in Pampalo, Ilomantsi and exploration in the Carelia gold belt in Eastern Finland. “It is important to us that our operations take into account the impact on the environment and people, which is why we increase the value of the company by developing the deposits we own into economically viable mines, following the principles of sustainable mining”, says Endomines’ CEO, Kari Vyhtinen WHAT DID WE ACHIEVE? NIS consultant Henna Kettunen joined the finance team on short notice. The extra pair of hands proved to be invaluable as significant changes took place within the company during the assignment: a reverse merger was executed, the company's domicile was relocated from Sweden to Finland, and it was also listed on NASDAQ Helsinki. Several financial development projects were successfully completed within a short timeframe, bringing forth new perspectives and supporting the finance team amidst the changes became an integral part of the role. “Henna put a lot of effort into her work and got down to business as soon as the assignment started. The tasks at hand were truly diverse. She took the lead on several projects and propelled them forward with determination. Henna actively brought forth her own perspectives for process improvement and proposed solutions, many of which were implemented. Her previous experience in executing mergers proved beneficial in this assignment. In addition to various development projects, she managed daily financial routine tasks. Henna quickly became an important asset to the finance team during this period of change", says Group Controller Heidi Salonaho. HOW WE DID IT? The collaboration between Endomines and NIS went seamlessly. The finance team and operational teams received the assistance and support they needed amidst a hectic autumn. CEO Kari Vyhtinen felt that the consulting services delivered comprehensive and tangible results: "As a whole, we are very pleased with the support Henna provided in the midst of all the busyness. The workload in financial management can vary significantly due to different projects. The temporary expert assistance enabled the execution of projects according to the planned schedule, without expanding our own organization." CFO Mikko Sopanen was also satisfied with the completed assignment and felt that the service exceeded expectations: "We can warmly recommend the services NIS provides, and if needed, we will definitely use them again. We also gained a cheerful and pleasant colleague to join our top team!"

A Finnish retailer Stockmann has been reforming their strategy and enhancing long-term competitiveness of the group. During the last few years, NIS has been supporting the company in various finance projects. When the cooperation started, the main goal was to harmonize finance practices and to achieve a long-term rolling forecast. "We have been collaborating widely, helping with the day-to-day operations and reorganization, as well as developing and monitoring forecasting models. Stockmann has been in the middle of transformation in many ways, and we have been able to be part of it in developing their financial models", says Jussi Loponen from NIS. Laura Nilsson and Andres Alango A major part of this finance transformation was the Anaplan project, where NIS played the role of a project manager. Anaplan is a cloud-based business planning tool that provides data for decision-making. The project started after Stockmann had identified a need for more flexible and transparent financial planning. Therefore, an outsourced project manager was an effective solution for this case. Our NIS consultant, Laura Nilsson, started as a part of the business controlling team for the first six months, after which she continued in the role of a project manager, responsible for project planning, status monitoring, system roll-out and system handover for around 100 new users. "From our perspective, the key benefit of choosing Laura as the project manager was that she already understood the current processes and was able to use this knowledge in the design and implementation phases of the project. We didn't need to make major changes to the functions or processes, but rather consolidate them into one platform to get the whole picture", says Andres Alango from Stockmann. "Stockmann has a wonderful company culture, and it has been great to work as a part of an organization that celebrates its 160th anniversary this year. Even though the company is quite mature, it has been exciting to see the enthusiasm and curiosity for new technologies among the employees", says Laura Nilsson from NIS. Overall, Stockmann has been very satisfied with the cooperation with NIS. "We especially appreciate the clear and systematic working approach and consistent communication, which allowed us to stay informed about the progress, the challenges encountered and the costs of the project", says Andres Alango from Stockmann. In the future, Stockmann will be able to develop the system internally and update the forecasting modules as the business evolves. As a result of the effective cooperation, NIS has continued to support the finance team at Stockmann. We hope that our great partnership will continue in the future!

Back in early spring 2021, Jungle Juice Bar was looking for an interim CFO to fulfill their urgent resourcing need for a transition period. At the same time, the company was eager to develop their financial processes for which the necessary resources couldn’t be found in-house. Jungle Juice Bar contacted Marko Järvelin and together they came up with a pragmatic solution to solve the resourcing need by choosing NIS Northern Interim Services to support them. NIS assigned Nina Norberg as the interim CFO for Jungle Juice Bar. Nina was able to jump into the role with ease, and ensure continuity in operations and reporting. Starting in the middle of the preparations of the financial statements wasn’t a problem either. With Nina’s help, Jungle Juice Bar’s finance operations continued steadily through the transition period, and financial processes and forecasting models were taken to the next level. Improvements consisted of cash flow forecasting and performance tracking, as well as a board reporting package. To ensure smooth handover for the new CFO, NIS supported the recruitment process and helped with the onboarding. Cooperation with NIS led to a satisfactory outcome for the customer. When asked about the project performance and potential development ideas, the CEO of Jungle Juice Bar, Elli Holappa, stated the following: “I’m actually 130% pleased, so you won’t get any development ideas from me”. In addition to the professional competence, the cultural compatibility between NIS and Jungle Juice Bar was a major factor in success. Values, culture and personal chemistry meshed seamlessly between Nina and Jungle Juice Bar, which was important to Elli. The project between Jungle Juice Bar and NIS demonstrates how interim consultancy can provide effective and targeted expertise to meet an urgent resourcing need. NIS’s Marko Järvelin and Jungle Juice Bar’s Elli Holappa said “Cheers” after a successful project.

Certego is the leading supplier of security solutions in Nordic countries with 18 facilities in Finland, over 70 facilities in Nordic countries, approximately 1200 employees and a revenue of more than €200 million. In early 2021 Certego was looking for an interim Financial Controller for a maternity leave replacement. The partnership with NIS led to nearly 1,5 years of cooperation covering various finance tasks along with implementation and testing of Certego’s new ERP system. The collaboration between NIS and Certego started with the interim Financial Controller services, where the primary responsibilities included external accounting, group reporting, taxation and being the key user of the financial software. During the period of cooperation, Certego went through a change of ownership when the Swedish private equity company Nalka Invest AB acquired them. NIS played a key role in the disengagement of Certego from its former parent company as a result of the acquisition. NIS’s expertise in ERP configuration and testing proved to be beneficial when Certego started the implementation of the new system. In addition to Finland, the project work was conducted in the other Nordic countries as well. Certego has been very satisfied with the expertise and professional approach of NIS. “We have been delighted with the cooperation. Milla, who came to work with us as a Financial Controller, quickly absorbed the responsibilities, routines and month-to-month procedures of the role. She also played a key role when Certego was separated from its parent company through an acquisition and we launched a completely new reporting model for Certego Group,” says Akseli Alinikula, CFO of Certego Group. He continues, “In addition to her contribution, Milla also became a valued member of our finance team, and her positive attitude and enthusiastic work ethic will be missed after the project is completed.” Based on the positive feedback, the cooperation with NIS could continue in the future if similar needs arise. Furthermore, Certego is ready to recommend NIS for other demanding financial accounting tasks. Thank you for the cooperation!

When P2X Solutions’ Business Controller decided to move on to new challenges, the company quickly needed someone to step into the role while recruiting a replacement. At the same time as the recruitment process was underway, the finance team faced additional pressure due to a rapidly changing business situation, as a demanding financing round was about to begin. With the support of one of NIS’s consultants, the finance team successfully navigated a period of significant transformation. Support from an Interim Controller eased the CFO’s workload during a financing round P2X Solutions is a startup building one of the Nordic region’s first industrial green hydrogen plants in Harjavalta. The company’s finance team consisted of two people: a CFO and a Business Controller. As the Business Controller moved on to new challenges, the role was temporarily taken over by NIS consultant Riikka Vuorenoja. She was responsible for traditional Business Controller tasks such as profitability calculations for future investments, developing internal cost accounting for upcoming production facilities, and reporting to various stakeholders. She also supported the CFO during the financing round and handled a range of related tasks, freeing up time for the CFO to focus on the bigger picture. NIS consultants are accustomed to quickly taking on new responsibilities. Thanks to Riikka’s expertise and background as an auditor, it was decided to retain her within P2X’s finance team even after the financing round, rather than initiating a months-long recruitment process. The intensive financing round required Riikka, in her role as Interim Controller, to work flexibly and with exceptional efficiency and expertise to deliver high-quality materials to investors within tight deadlines. Flexible support through NIS interim consultants in a changing environment Following the financing round, Swiss energy group Alpiq became the main owner of P2X Solutions, enabling the company’s growth and the construction of new production facilities. NIS consultant Riikka supported the integration of monthly financial reporting into Alpiq’s systems and the application of group guidelines, for example in accounting for investments. During the transition phase, continuity in financial management and data handling was particularly important, as the Harjavalta production facility was nearing completion and the company’s CFO was set to change. As circumstances evolved, P2X Solutions continued to benefit from Riikka’s expertise. The assignment was extended by more than a year, and before its conclusion, Riikka will remain in place to secure a proper hand-over to her successor. P2X Finance Director Olli Muurikainen and NIS consultant Riikka Vuorenoja ”By using NIS interim services, we quickly gained access to a top-tier resource in a flexible way. Riikka, who stepped into our Business Controller role from NIS, is a flexible and conscientious professional, and her strong expertise was a perfect fit for our company. We were therefore pleased to be able to benefit from her expertise over a longer period of time”, says Olli Muurikainen, CFO at P2X Solutions, who joined the company at August 2024. Time and expertise for the finance team with the help of NIS interim consultants NIS interim services bring valuable expertise into the organisation while freeing up time for other team members. Riikka reflects on her assignment at P2X Solutions: “The work was very interesting, as you don’t often come across a financing round in a startup. The assignment was very timely and motivating, as P2X Solutions is building the green hydrogen market in the Nordics. Roles and responsibilities in a startup are flexible, which gave me the opportunity to learn new things and apply my skills extensively.” NIS finance professionals can often step into a new role at very short notice. In changing situations, contracts can easily be extended as needed, without long-term commitments. NIS also has the expertise to meet a wide range of needs, ensuring the right person is matched to the role with the right background. Interested in flexibly hiring an interim finance expert for your company? Learn more and get in touch with us here.