UPSTREAM · MIDSTREAM · RENEWABLES
Bring greater control to close, allocations and cash application. Ellevate aligns people, processes, data and systems—and puts automation and AI to practical use—to help energy finance teams work with confidence.
For CFOs, CAOs, controllers, heads of revenue accounting, JIB and finance operations who need dependable execution and a better way of working.
We support upstream/E&P and midstream organizations, with finance transformation and interim leadership support for renewables and energy services. A strong fit when growth, acquisitions, legacy processes or a leadership gap put pressure on the team.
WHERE WE HELP
Map the revenue close from well-level activity through owner allocations and distributions. Clarify dependencies, ownership, reconciliations and review points so late inputs and recurring adjustments are visible and addressed.
Align cost inputs, billing, review and close responsibilities. Improve handoffs, reduce avoidable rework and establish a consistent way to resolve billing exceptions and outstanding items.
Improve the flow from operating data through plant allocation close, revenue accounting and settlements to operators. Align accounting and operations calendars, document dependencies and make allocation exceptions easier to track and resolve.
Review how receipts are identified, matched, applied and reconciled. Define exception queues, accountable owners and reporting that helps leaders see unapplied cash, aging items and progress.
Strengthen core finance processes, close and reporting, resource alignment and systems readiness. Start with the business model and operating needs, then scope practical transformation, AI enablement or temporary finance leadership support.
Start with a real accounting bottleneck. Select tools and use cases around the work, the data and the controls required.
Identify manual data preparation, recurring close tasks and document handling that consume capacity without adding judgment.
Assess opportunities to assist cash matching, reconciliations and variance review, with clear rules for unresolved items.
Explore ways to flag missing inputs, unusual items and overdue actions so people can focus review where it matters.
Test a focused workflow with human review, appropriate access and an agreed baseline. Measure quality, effort and adoption before scaling.
1. Understand the work. Walk through the accounting cycle with the people doing it. Identify bottlenecks, dependencies and business priorities.
2. Design the improvement. Establish a baseline, align responsibilities and sequence process, resource and technology changes.
3. Deliver together. Implement agreed improvements with clear decisions, milestones and controls.
4. Equip the team. Document workflows, train users and transfer ownership of the new routines.
5. Measure and sustain. Track performance against the baseline and refine what is not working.
SENIOR LEADERSHIP. HANDS-ON EXECUTION.
Bring one process—revenue close, JIB, plant allocations or cash application. Leave with a prioritized roadmap grounded in the work.
Combine hands-on energy accounting experience with process redesign, resource alignment, ERP improvement and targeted AI enablement.
Provide temporary senior accounting or finance operations leadership through a vacancy, leave, acquisition or demanding change period—with an orderly handoff.
ENGAGEMENT OUTCOMES
Define success at the start and measure progress against the work your team needs to deliver.
Measures selected to fit the scope: close cycle time, adjustment volume, aged exceptions, unapplied cash, manual effort and on-time completion.
Bring one recurring accounting bottleneck. Let’s discuss its impact and a practical starting point.
ENGAGEMENT EXAMPLES
Illustrative examples of potential engagement scope and target outcomes.
Situation: Late inputs and repeated adjustments leave the team working around the process.
Our focus: Map dependencies, align resources and rebuild ownership, review and escalation routines.
Target outcome: A repeatable close calendar and a visible path to resolving exceptions.
Situation: Accounting and operations have different expectations for inputs, approvals and deadlines.
Our focus: Align the close sequence, document responsibilities and define reconciliation and exception controls.
Target outcome: Clearer operator settlement readiness and fewer avoidable handoff delays.
Situation: Receipts require repeated manual research, leaving unapplied cash and a growing backlog.
Our focus: Assess data and matching rules, redesign the exception queue and pilot suitable automation or AI assistance.
Target outcome: A measurable way to reduce manual effort and improve visibility into unresolved receipts.
Yes. Revenue close, JIB close, plant allocations or cash application can be a focused starting point. We define the scope around the business impact and the team’s capacity.
Not necessarily. We assess process, data, ownership and system constraints before recommending a path. Some improvements can begin within the existing environment; others may depend on system changes.
Potential use cases include document review, matching assistance, exception identification and reporting support. We assess feasibility, data readiness and controls before piloting, with people accountable for review and decisions.
Yes. We involve the people who provide inputs, perform the accounting and use the outputs. Shared ownership and practical adoption are part of the work.
We can scope interim senior accounting or finance operations coverage for a vacancy, leave or change period. Responsibilities, availability and the handoff are agreed upfront.
We can scope finance transformation, close and reporting improvements, AI enablement and interim leadership around your operating needs. We assess the requirements before committing to specialized work.
