How Fjordic unified four-country finance under one roof

Four countries, four systems, one very tired finance team

Fjordic started as a single-market payments infrastructure company. Four years and three acquisitions later, it operates across Norway, Sweden, Denmark, and the Netherlands — each with its own finance stack, approval workflow, chart of accounts, and month-end process. The group CFO, Erik Strand, managed four separate AP platforms, four close cycles, and a consolidation process that consumed the better part of two weeks every month and still produced numbers nobody fully trusted.

The acquisitions had made Fjordic bigger. But the finance infrastructure hadn’t kept up. Every entity ran its own tools. Intercompany reconciliation was manual. FX exposure across four currencies was tracked in a spreadsheet that someone updated — when they had time. The group had a consolidated P&L on paper. In practice, it was assembled from four separate realities.

Building a single finance layer across borders

When Erik started evaluating options, the goal wasn’t to pick a new accounting platform. It was to build one finance function from four. That meant a single place for all approvals, a single spend policy engine that could be localised without being fragmented, and a real-time view of group cash that didn’t require a weekly data pull from four systems.

Pivoter became the operating layer across all four entities. Each subsidiary kept its local chart of accounts and reporting currency. But approvals, card policies, and spend visibility now flow through a single platform. Group-level dashboards consolidate positions across all markets in real time, with automatic FX conversion. Intercompany transactions flag themselves. Month-end became a close, not an excavation.

One platform, four markets, zero surprises

Within two quarters of rolling out Pivoter across all entities, Fjordic’s consolidated close dropped from fourteen days to just over four. FX exposure — previously invisible until someone updated the spreadsheet — is now tracked continuously, with €2.1M brought under active hedging management in the first six months alone.

Erik describes the shift simply: “Before, we closed the month and found out what happened. Now we already know. The close is just making it official.” For a group operating across four regulatory environments and four currencies, that clarity isn’t just useful — it’s the foundation everything else gets built on.