Finance, organisations and information systems only hold together when aligned. Keystone works at the interface between Executive Management, business teams and IT, to transform without breaking what works.
A keystone is invisible. It carries nothing on its own. But without it, the arch collapses.
That is Keystone's role: the central piece that holds finance, business and systems together.
Structuring financial steering, improving forecast reliability, decision reporting and steering indicators.
Deployment, stabilisation and evolution of industrial and real-estate ERPs. Functional configuration, testing, data migration.
Harmonising Finance and Project processes, structuring functions, digitising operational workflows.
Change management, transforming functions amid reorganisation and international growth.
Setting up project governance, portfolio steering, resource allocation, risk management.
What ties everything above together. Translating business needs into an IT roadmap, and the IT roadmap into value for management.
Six types of engagement, from a short diagnostic to interim management. For each, the right profile is brought in depending on scope, stakes and duration.
An ERP project that starts with the tool starts in the wrong place. You start from the process, test it against reality, and the need comes out of that. Eight domains mapped, from sales to close, as objective trees.
See the method →Applications built by Keystone, available as a local prototype to explore how they work. Each tool adapts to the needs, processes and ways of working of the company. Onboarding and rollout are delivered as a Keystone engagement.
Building the annual project budget means making choices: requests exceed the envelope. Cockpeet frames each request in a comparable sheet, computes its financial case (NPV, IRR, ROI, payback), then carries the whole arbitration cycle across three roles. The author fills in the sheet, the business division ranks its projects and submits them, management control consolidates, settles ties by head-to-head comparison and arbitrates the portfolio against a budget.
An annual review campaign is demanding: scheduling, tracking, formalising, summarising. Evalia structures the process end to end, handles approvals between the employee and their managers, and produces a summary for each review. An AI can be plugged in to analyse a whole team or the entire workforce.
Between two annual reviews, objectives are alive: they progress, stall, get redefined. Cresco structures this ongoing follow-up. Management sets the direction, the manager proposes, the employee accepts and tracks progress, the manager validates. Each objective breaks down into weighted steps with deadlines, and the tool produces a summary for each employee.
Comparing several properties before investing often sits on spreadsheets that never match. Norveo frames the analysis of each property in a standardised sheet, computes the financial case (yield, cash flow, IRR, NPV) from the acquisition, the operation and the financing, and compares a whole portfolio on a yield / risk matrix.
The single occupational risk-assessment document is a legal duty that rarely lives beyond the binder. Clavis structures the assessment unit by unit, rates each risk on a severity / likelihood matrix, and ties every risk to a dated, owned action plan. Three roles share the cycle: the QSE lead builds the assessment, the manager follows their unit's actions, management keeps the overview and the document up to date.
An audit engagement quickly scatters across interview notes, tracking spreadsheets and email chases. Auditia structures the whole cycle: step planning, interviews attached to the schedule, coded recommendations tracked through to completion. Each recommendation moves between the auditor who writes it, the audit director who validates it and the manager who accepts and handles it. Dashboards track the completion rate and overdue items.
A development project stays vague until it is costed. Ergos turns it into a structured business plan: you frame the project, size the market, set out the costs and financing, and profitability is computed on its own. Three roles share the cycle: the owner builds the plan, finance control checks it, management decides.
A deal lives in the reps' heads, in spreadsheets, in email threads. Mercas links accounts, contacts, opportunities and quotes in one thread. The pipeline shows where each deal stands, from prospecting to negotiation. The quote is built line by line, follows a workflow from go/no-go to sending, then exports to PDF on your letterhead. The rep manages their portfolio, the manager their team, management the whole.
A project runs on several fronts: planning, budget, risks, decisions. Often each in its own file, with no overall view. Scopia brings them onto a single screen. The planning is laid out in phases, tasks and milestones. Budget and risks are tracked week after week. Governance keeps its committees and decisions. Every week, a health index is computed and shows where the project stands.
The social climate often degrades in silence. Sereno runs short, anonymous campaigns: everyone answers, results only show aggregated, above a threshold. They read by dimension and unfold from the team to the department, the division, up to the whole company, and are tracked from one campaign to the next.
An organization department runs several missions at once. Dorvus brings them together in a portfolio and structures each mission, from framing to review: diagnosis, target, workstreams, stakeholders, change management. The director receives sponsor requests, turns them into missions and assigns them to mission leads. Change management is measured with an ADKAR adoption radar.
Not every business process is covered by an ERP. Some are too specific, others fall between existing tools. Keystone builds dedicated applications for these process gaps, starting from the need rather than from a technical building block.
The engagement covers the whole path: defining the right tool, building it, and delivering a prototype tailored to your context.
Finance and transformation leadership, from the industrial floor to large groups. Today, independent consulting through Keystone.