Our lease processing isn’t working the way it should — and we can’t pinpoint why.
For corporate organisations managing their own real estate portfolio.
Does any of that sound familiar?
1. Our IFRS seemed fine. Now each month-end closure is a risk.
Month-end valuation fires messages we trace for hours. Sometimes it’s the depreciation, sometimes the wrong local accounting standard — and Finance is waiting.
Every month the valuation run produces messages we trace for hours. Sometimes it’s a depreciation that that took not place, Sometimes it’s a rental agreement that’s too complex, which tends to get stuck in the system and at the very least causes rounding errors. But the result is the same in every case: the reconciliation account never balances to zero.. We’ve almost built a personal list of contracts we don’t touch. Finance asks wh the lease liability shifted by tens of thousands, and we tell them it’s under review.
A project, a migration, or an operational decision has stopped moving — and every week of waiting makes the next step more expensive.
It’s not that we don’t know what to do. It’s that every path forward requires a call nobody wants to make. The team carries daily operations plus three half-started initiatives. Escalations come back with “let’s discuss next quarter.” Meanwhile the issue that triggered this is still open, still costing us, and still waiting for someone to decide.
Key people are leaving within the next 6 months. Their knowledge isn’t documented. We have time, but no plan.
Two or three people hold the working memory of our RE-FX system. They know which condition types fire when, which workarounds exist because a migration left something broken, why the cost centre structure has three exceptions. When they leave, that knowledge leaves with them — because it was never written down, and we’re not sure we could extract it even if we tried.
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