A funeral services group
A finance team was reconciling vendor bills, invoices and support tickets by hand across three systems. The work was accurate but slow, it did not scale with volume, and the knowledge sat with individual people rather than in a documented process.
What was built
- —Vendor bill auto-coding — reads the bill, derives the account code from the service type, and matches it to the right ticket
- —Invoice-to-ticket auto-linking across multiple entities
- —Automated reminder and escalation workflows for collections
- —Payroll document generation and duplicate detection before import
- —Bank reconciliation reporting with drafted follow-up emails for review
- —Written process and technical documentation for each workflow
What changed
- —Repetitive matching work moved off people and into scheduled workflows
- —Process knowledge captured in documentation rather than held individually
- —Error-handling and validation added so failures surface instead of passing silently
No invented percentages. What is described above is what was built and what observably changed. Where a client measures a result themselves and is willing to have it published, it appears here attributed to them.
Built with
- Country
- Australia
- Industry
- Funeral Services
This client is not named because we do not hold written permission to name them. The work is real; the confidentiality term is too.
Other engagements
Recognise this problem?
Describe your version of it on a call. Repomanta Digital Lab is the trade name of Repomanta Information Technology Services, and every engagement is scoped in writing before anything is built.