In a nutshell
- Precise monitoring of profitability and team satisfaction.
- Sales doubled in 2 years.
- Clear visibility of upcoming projects and proactive management of time overruns.
- Automation of administrative tasks, freeing up 15% of working time for higher value-added activities.
- Transformed operational performance and strengthened employee commitment thanks to Furious.
Initial challenges
Faced with rapid growth, from 25 employees in 2016 to 50-60 by 2021, Ceetadel felt the need to optimize its management and centralize its tools to maintain the quality of service offered to its customers. The growing variety of projects, with several agencies within the same group and each with its own specialties, made communication and coordination crucial.
In addition, Ceetadel faced several crucial challenges: talent retention, team growth and retaining the best people to contribute to the company’s growth. Finally, rapid expansion through the acquisition and merger of several agencies necessitated the integration of different management systems and practices, underlining the need for a single, centralized tool to harmonize operations and improve efficiency.
Who are they?
- Independent communications & marketing group, made up of 5 specialized agencies:
- Nouveau Monde – brand strategy and creation agency
- Monet – PR agency, voted PR agency of the year 2022.
- AllMatik – 1ʳᵉ precision marketing media agency
- Smartfire – tech agency dedicated to digital transformation
- Conversationnel – social media agencyFrance – Paris, Lyon, Nantes, Bordeaux Founded in 2023 +210 employees
Results with Furious
Increased visibility
Real-time monitoring of margins and time spent on each project.
Operational efficiency
Reduced time overruns thanks to precise schedule management.
Amaury Bataille, General Manager of Ceetadel Group
We switched to Furious when we were making just over €6M in revenue—we needed a tool to manage our business and track our growth. Since implementing Furious, we've doubled our revenue in 2 years.
Improved profitability
Rigorous management of costs and budgets, increasing project profitability.
Team satisfaction
Better organization of work, increasing employee satisfaction.
Amaury's 3 favorite killing features
Feature #1: Gross margin by business unit
“We’ve switched to gross margin produced by business unit. This is the flagship KPI that enables us to make sure that the production sold to our customers enables us to absorb the costs of our business units.”
- Above: gross margin generated by business unit on Furious
Amaury explains that this approach is vital for the company, as it enables the various business unit managers to be effectively onboarded. With several legal structures and cross-functional business units, tracking gross profit is essential for optimal management and clear visibility of financial performance. Without this functionality, Ceetadel would no longer be able to manage its business effectively.
Feature #2: Gross margin invoiced by business unit
“The second, from a purely financial point of view, is the gross margin invoiced per business unit. At the end of the day, this is also the judge of peace, even if the gross margin produced is equal to the gross margin invoiced at the end of the project. In our financial management we also use this approach to measure the profitability of a project.”
- Above: financial dashboard view on Furious showing purchases entered and invoiced over a given period, gross margin invoiced, estimated gross margin with projects not created and gross margin signed.
Another key feature for Ceetadel is the tracking of gross margin invoiced per project. This approach makes it possible to measure the profitability of a project and assess the company’s ability to cover its costs.
Amaury adds: “It’s with this gross margin invoiced per project that we’re able to say to ourselves ‘well, on such and such a project, yes, such and such a supplier, we can pay him, there’s still some margin, we’ll remove the provision and come and manage our purchases and make sure that the overall profitability of the company is sufficient.”
Feature #3: The budget dashboard
“One of the features I use very regularly is the budget dashboard, which allows me to look at project by project, customer by customer, the gross margin generated and especially purchases not received […] It’s a tool that gives us a global approach to financial KPIs.” – Amaury Bataille
- Above: example of a widget on the Finance dashboard
This feature is particularly useful for taking a conservative approach to costs. Amaury adds, “We take a rather conservative approach by saying to ourselves, I’m hesitating between 8 and 9 costs on the project, I’ll put in 10 costs and at the end if I have 8 and a half, I’ll take out 1 and a half provision and it feels like we’ve got good news.”
Amaury Bataille, General Manager of Ceetadel Group.
Today, the way we operate, we monitor progress based on project dates, which enables us to manage the gross margin produced in a way that's fairly accurate in relation to reality, because we sell man-time (...) so it enables us to eliminate billing discrepancies where I've billed on account, or where I've only billed at the end. We have a vision of the gross margin produced based on progress, on project dates.
To conclude
The integration of Furious has truly transformed Ceetadel. The group can now monitor its margins in real time, enabling more precise and responsive management. Work organization has been improved, reducing stress and increasing team satisfaction.
The fine-tuned management of purchase orders, combined with automatic reminders and invoicing, has also enabled smoother purchasing management.
The result: a significant improvement in cash flow. Finally, the automation of administrative tasks freed up 15% of the accounting team’s time, enabling them to concentrate on more strategic missions.
In short, Furious has enabled Ceetadel to adopt proactive management, reduce errors, and improve both customer satisfaction and team well-being.
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