How IV brought financial control across 12 entities and multiple countries.
A top-10 Dutch engineering firm running international projects needed a single source of truth across all of its entities. Project Stack gave them one.
- Top 10
- Engineering firm in the Netherlands
- ~1,500
- Employees
- 12
- Legal entities & divisions
- International
- Projects across multiple countries
About IV
IV is one of the Netherlands' leading engineering and consultancy groups. It handles complex infrastructure and industrial projects across Europe and beyond. With nearly 1,500 people across 12 divisions and legal entities, admin complexity isn't a one-off problem. It's built into how they operate.
Projects span multiple entities and currencies, often across borders. People move between entities. Intercompany billing and consolidated reporting aren't edge cases for IV. They're everyday work.
IV's work runs from quick jobs to complex multi-year projects. Simple work stays simple; the big projects run on Earned Value and forecasts. Steer the projects that drift. Leave the ones on course alone.
Before Project Stack
IV isn't a new customer. Since 2003 it has run the predecessor of Project Stack, built on Navision, with intercompany and forecasting capabilities that served the organisation well for nearly two decades, international from the start. But Navision is technology from another era. Business Central is what Navision never was: deeply interoperable, delivered as SaaS, and ready for AI. As IV grew to nearly 1,500 employees across 12 entities, the limitations became structural.
Intercompany transactions worked, but the process was increasingly labour-intensive at scale. More entities and cross-border operations meant more reconciliation effort and manual checks, and a growing dependency on the few people who understood the system's inner workings.
Similarly, the forecast capabilities in Navision gave IV useful project metrics, but they fell short of a full Earned Value Management System. For an engineering firm where earned value is the language of project control, both internally and towards clients, this was a non-negotiable requirement for the next platform.
The move was a productivity decision. Connections that once took effort to build and maintain now take care of themselves, so growth adds projects, not overhead. And twenty years of process knowledge came along.
The approach
The journey every customer takes: discover, deploy, live. IV's discovery just had a twenty-year head start.
- 1
Discover & plan
Two decades on the predecessor meant we knew the entities and the flows. Together we mapped what the next platform had to carry, and where it would pay off first: Intercompany.
- 2
Deploy on your data
Module by module: platform foundation, then Timesheet and Billing, then Intercompany as the entities came on.
- 3
Live
Rolled out one entity at a time, until all were live. Each go-live was small enough for the business to absorb. One foundation under the whole group, built to carry the next twenty years.
What changed
The shape of the result, in numbers.
12 / 12
entities live, rolled out one at a time
20+
years of process knowledge carried into the new platform
0
extra finance overhead as the project portfolio grew
"We ran the predecessor of Project Stack for twenty years, so this was never a leap of faith. Same people, same process knowledge, now on a platform that can carry the next twenty."
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CFO, IV (quote awaiting sign-off)
Sound familiar? Let's talk.
If you're running projects, entities, and intercompany work without one platform to hold it together, a conversation is the place to start.