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How Viora Build Freed Up 20 Hours a Week for the Operations Manager and Focused on Scaling the Business
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9 min
27.09.2025
How Viora Build Freed Up 20 Hours a Week for the Operations Manager and Focused on Scaling the Business
Sergiy Shuldik
Financial Expert at Finmap
Financial management in the construction business is a constant game with dozens of variables: you need to account for material costs, contractor payments, team salaries, taxes, purchases, advances, and completion certificates.
Any mistake in the numbers can cost the company its margin, missed deadlines, and the nerves of the entire team.
This is exactly what Viora Build faced when the number of projects and the volume of work began to grow rapidly. Financial management was done in Google Sheets, but the growing business demanded something more.
We tracked all expenses manually, and this constantly led to mistakes. We needed a system that gives a clear picture and helps plan growth. — Simon, Operations Manager at Viora Build
The solution was the implementation of Finmap and the involvement of a financial manager who took over accounting, reporting, and financial planning.
In this article, you will learn:
- how the company completely changed its approach to finances and freed up 20 hours a week for the operations manager;
- how automation helped avoid cash gaps and clearly see the profitability of each project;
- what became the decisive factor for scaling the business and what insights the team gained from this process.
Read on — and you will see that finances can be simple, and business management — predictable.
About the Client: Who Is Viora Build
Viora Build is a construction company from Portugal that specializes in building premium and luxury villas, as well as multi-story residential buildings.
The company works with private investors and developers who expect not only high construction quality but also transparency in financial processes.
A key feature of Viora Build’s business is its project-based work format. This means that several projects with different budgets, contractors, payment schedules, and financial plans are managed simultaneously.
In such a situation, it is very easy to lose control:
- each project has separate purchases, completion certificates, and payments;
- changes in material costs directly affect profitability;
- it is necessary to ensure that there is always enough money in the accounts to settle with suppliers and staff.
The main driver of change was Simon. As an operations manager, he is responsible not only for controlling construction processes but also for the financial side: from budget allocation to profitability analysis.
However, despite having a professional team, before working with Finmap the company’s financial management was far from ideal.
Simon recalls that he felt the need for a system from the very first days at work, but changes could only be implemented once the company had grown.
When we grew, we had capital, we realized that we could afford it, and immediately hired a financial manager. Because without this person, there could be no talk of rapid business development at all. — Simon, Operations Manager at Viora Build
Thus, Viora Build reached the point where financial chaos began to hold back business growth — and it was time to act.
What Held Viora Build Back from Growing
When the company began to scale, it became clear: the old approach to finances no longer worked. Accounting in Google Sheets, manual data entry, and lack of systematization created chaos that slowed down growth.
We managed all expenses through Google Sheets… and none of it was automated, which naturally led to mistakes. — Simon, Operations Manager at Viora Build
Main Challenges
The situation was complicated by the fact that the company was managing several large projects at the same time, and any mistake in calculations could cost tens of thousands of euros.
We needed a person who could prepare proper P&L and Cash Flow reports, make breakdowns by months and quarters, handle financial planning, and prepare commercial proposals for investors. — Simon, Operations Manager at Viora Build
Why Change Became Inevitable
The company understood the need for automation from the very beginning, but as Simon says, everything came down to resources.
This moment became a turning point: financial chaos began to directly affect the speed of decision-making and the company’s growth.
How Viora Build Put Its Finances in Order
To get out of financial chaos, the company decided to act comprehensively. Hiring a financial manager, automating processes, and gradually shifting to more strategic management — these three steps became the key to transformation.
We always understood that this was necessary. It just always came down to resources. When we grew and had capital, we decided that the time had come. Because without this person, rapid business growth would have been impossible. — Simon, Operations Manager at Viora Build
Hiring a Financial Manager
The company hired a financial manager who took over management, preparation of P&L and Cash Flow reports, financial planning, and commercial proposals for investors.
Over time, he became the financial director and began performing more strategic tasks.
At first, we worked in the format of a financial manager: he categorized all operations, built reports. And now we are working on a deeper level in the format of a financial director, when he executes strategic decisions and provides us with reporting. — Simon, Operations Manager at Viora Build
Automation with Finmap
All financial operations were transferred from Google Sheets to Finmap. The system made it possible to manage operations by categories, see account balances, and get P&L and Cash Flow at any moment.
Delegating financial management to the financial manager was the only expectation — and he handled it. Now even more — he took the initiative and is also setting up an ERP system for us. — Simon, Operations Manager at Viora Build
ERP System Launch
The next step is integrating finance, procurement, and cost estimation into a single ERP system.
This will make it possible to fully synchronize purchase planning, cost control, and issuing completion certificates.
We started implementing ERP because without it the financial director finds it difficult to work. There must be coordination between the estimation department, procurement, and finance — otherwise it’s hard to develop the direction. — Simon, Operations Manager at Viora Build
What Viora Build Gained After Implementing Finmap
Already within the first two months of cooperation, the company felt significant changes. Financial management stopped being chaotic, and the management team received a clear picture across all projects.
Now we have an automated financial management system. We have a financial director who can answer any question at any moment. We control whether there will be a cash gap and can plan our finances without driving ourselves into a corner. — Simon, Operations Manager at Viora Build
Tangible Benefits for the Team
- Time savings:
Working with the financial director freed up at least 20 hours a week for me in finance. — Simon, Operations Manager at Viora Build
- Project transparency:
Now we can accurately calculate our project margins and, thanks to this, net profit. — Simon, Operations Manager at Viora Build
- Control and predictability:
We have a payment calendar. We clearly understand what is happening with the projects and which completion certificates need to be issued. — Simon, Operations Manager at Viora Build
- Department coordination:
The procurement department, finance, and estimations now work in sync. This saves time not only for the manager but for the entire management team.
Readiness for Scaling
The company now has not only control but also the tools for growth.
The next step is the launch of an ERP system, which will allow even more accurate cost forecasting and improve profitability.
This frees up time both for our director and for me as a manager. Now I can focus more on developing the company rather than on routine. — Simon, Operations Manager at Viora Build
Insights and Advice for Other Businesses
Collaboration with Finmap and the financial director became a turning point for Viora Build. The team not only organized the numbers but also saw how finances can become a strategic tool for growth.
Simon shares the key takeaways:
If there are any doubts about working with Finmap, I can say that communication is at a high level, the work is at a high level — so I can confidently recommend this company.
Insights from Viora Build
Advice for Entrepreneurs
- Don’t postpone financial systematization. If the business is growing, “manual” spreadsheets will sooner or later start slowing down development.
- Delegate finances to professionals. This frees up the manager’s time and gives the team clear rules of the game.
- Invest in analytics. P&L, Cash Flow, and the payment calendar are not just numbers — they are your growth plan.
- Look ahead. An ERP system and a CFO will help not only count money but also forecast the future.
What’s Next for Viora Build
The company is finalizing the implementation of its ERP system and preparing to scale the business into new regions.
Transparent finances and strategic management make it possible to take on larger projects without the fear of “getting lost” in the numbers.
Now we can plan our finances without driving ourselves into a corner. This gives confidence and freedom for growth. — Simon, Operations Manager at Viora Build
Frequently Asked Questions
- How long does it take to see the first results?
In the case of Viora Build, the first results came within the first month — the company received P&L, Cash Flow, balance control, and the ability to forecast payments.
- Is a financial director necessary if there is already an accountant?
Yes. An accountant works with past data, while a financial director plans the future and helps make strategic decisions.
- Is it difficult to implement automation within the team?
No. At Viora Build there was no resistance — everyone saw the benefits and quickly adapted to the new system.
- Does the investment in Finmap and a financial director pay off?
Yes. Simply freeing up 20 hours a week for the manager already covers the costs, not to mention the accuracy of financial decisions and avoiding cash gaps.
- What are the next steps after implementing financial management?
The next step is launching an ERP system to integrate finance, procurement, and estimations. This will further increase planning accuracy and project profitability.
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