Case studies · Advisory projects · Results of cooperation

Stories of cooperation.

Every project starts with a different challenge: lack of control over data, unclear processes, tax risk, a succession decision, an M&A transaction, or the need to organise finances and operations.

At Zwyrtek Group, we combine tax, legal, financial, transactional, outsourcing and digital advisory to help owners and management boards make decisions based on facts — not intuition.

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Starting point

From problem to decision.

Our projects are rarely about just one document, one opinion or one implementation. We usually start by organising the situation: what is really blocking the company, where the risk arises, which data is unreliable, and which processes require an ownership decision.

Only then do we select the right solution — accounting, tax, legal, financial, transactional, organisational or technological.

Below we show example areas where we support clients. We describe some projects anonymously, as they concern confidential ownership, financial and transactional decisions.

Projects

Example projects.

Examples say more than declarations. See the challenges our clients bring to us and how we translate diagnosis into concrete action.

Organisational diagnosis

Operational diagnosis of a manufacturing company

Problem: The company was growing, but the owner was losing control over its processes. Data was scattered across the ERP system, Excel spreadsheets, paper documents and the team's verbal arrangements.
What we did: We held discussions with the management board, ran a diagnostic survey, conducted a Gemba Walk and analysed how systems were actually used. We identified where the company was losing time, money and decision-making accountability.
Outcome: The result was a map of operational risks, a 30/60/90-day action list, and recommendations on processes, roles, responsibilities and document-flow digitalisation.
Scope: Organisational diagnosis · Gemba Walk · ERP · processes · interim management

Outsourcing

Taking over accounting and organising document flow

Problem: The client was changing accounting firms after a period of inconsistent communication, delays and a lack of up-to-date management information. Documents were passed on partly by email, partly on paper, and some arrangements were lost in communication.
What we did: We took over accounting, HR and payroll services, reorganised the cooperation model, implemented document flow in SaldeoSMART, and now run the books and HR records in Comarch ERP Optima.
Outcome: The management board gained a predictable service rhythm, a clear scope of responsibility, organised document flow and access to broader support from Zwyrtek Group experts.
Scope: Accounting · HR and payroll · SaldeoSMART · Comarch ERP Optima · outsourcing

Strategy

Growth strategy for a listed company

Problem: A listed company needed to organise its growth directions, business model and strategic priorities. The management board wanted to translate ownership and market ambitions into a coherent strategic document that could become a practical tool for management, communication and decision-making.
What we did: We ran a strategic process based on a structured methodology. We used the Business Model Canvas, SWOT analysis, TOWS analysis and strategic workshops with key stakeholders. We mapped the current operating model, competitive advantages, organisational constraints, possible growth directions and strategic scenarios.
Outcome: The result was a company growth strategy covering strategic priorities, recommended courses of action, key initiatives, the logic of the business model, and a foundation for further communication and implementation. The document allowed the management board to organise its strategic decisions and translate them into a practical action plan.
Scope: Strategy · listed company · Business Model Canvas · SWOT · TOWS · strategic workshops · business model · implementation plan

M&A

Demerger of a Polish company and sale to two investment funds

Problem: A Polish company belonging to an international capital group was to be split into two parts and then sold to two independent investment funds. The project required organising the transaction structure, preparing the company for the process, valuation, coordinating stakeholders and support in finalising the transaction. An additional challenge was the international context of the capital group and the need to account for foreign elements, including the Italian part.
What we did: We supported the client throughout the transaction process on the Polish side — from preparing for the transaction, through structure analysis, valuation, organising materials and negotiation support, to finalising the sale. We also partly participated in coordinating the foreign elements, including those related to the Italian part of the group. Our role combined an M&A, financial, tax, legal and organisational perspective.
Outcome: The process enabled the demerger of the company and the sale of the separated parts to two investment funds. The client received support at every key stage: preparation, valuation, structuring, negotiation and finalisation, taking into account the Polish and, in part, international context of the transaction.
Scope: M&A · company demerger · sale to investment funds · valuation · transaction preparation · structuring · due diligence · negotiations · finalisation · international group

Succession

Preparing a succession structure for a business owner

Problem: The owner wanted to protect family wealth, organise succession and separate ownership decisions from day-to-day operational management.
What we did: We analysed the structure of the assets, companies and cash flows, prepared options for using a family foundation, and identified the tax, legal and organisational consequences.
Outcome: The client received an organised succession model, a list of ownership decisions and an implementation plan for the structure, taking into account tax and family risks.
Scope: Family foundation · succession · tax · law · ownership structure

M&A

Preparing an owner for the sale of a company

Problem: The owner was considering selling the company, but the business was not prepared for the due diligence process. Financial data, contracts and operational risks needed to be organised before talks with an investor.
What we did: We carried out a preliminary M&A readiness analysis, identified value killers, assessed the financial structure and prepared pre-process recommendations.
Outcome: The owner received a plan for preparing the company for the transaction, a list of areas requiring organisation, and a basis for discussions with potential investors.
Scope: M&A · vendor readiness · due diligence · finance · tax · law

CFO Hotline

Ongoing CFO support for a management board

Problem: The management board needed quick access to financial competencies, but this did not justify hiring a full-time CFO. Decisions on margins, costs, financing and cash flow were being made with delay.
What we did: We launched a CFO Hotline model: regular consultations, quick analyses, support in interpreting financial data and recommendations on management decisions.
Outcome: The client gained ongoing access to CFO-level competencies, greater control over finances and the ability to make decisions faster — without building a full finance department.
Scope: CFO Hotline · controlling · cash flow · margins · management decisions

AI and automation

Automating office work and reporting

Problem: The team was losing time on repetitive tasks: manual spreadsheets, copying data, preparing reports and recreating the same analyses for the management board.
What we did: We identified processes suitable for automation, organised data sources and designed solutions supporting reporting, document analysis and the team's daily work.
Outcome: The organisation reduced the time spent on repetitive tasks, limited the risk of errors and gained a more predictable process for preparing management information.
Scope: AI · automation · reporting · data · office processes

Public sector

Business analysis of a merger of municipal companies

Problem: A local government unit was considering merging several municipal companies but needed an independent assessment of the integration potential before making a decision. It was crucial to check whether the merger could bring real organisational, financial and operational benefits — and what risks might arise in the areas of people, procurement, processes, IT and management.
What we did: We carried out a business analysis of the potential company merger. We reviewed the areas of operational activity, procurement, employment structure, IT systems, administrative processes, the management model, potential synergies and implementation risks. We combined an ownership, organisational, financial and operational perspective to show possible options for further action.
Outcome: The client received an organised assessment of the merger potential, a map of synergy and risk areas, and recommendations on next steps. The analysis enabled ownership decisions to be made on the basis of facts rather than general assumptions about the benefits of consolidation.
Scope: Business analysis · municipal companies · synergies · procurement · HR · IT · processes · governance

Public sector

International cooperation strategy for a voivodeship capital city

Problem: A voivodeship capital city needed to organise the directions of its international cooperation. Existing activities were scattered across different areas: partnership relations, economic promotion, education, culture, European projects and institutional contacts. A coherent strategy was needed to link the city's goals with real organisational capacity and international positioning.
What we did: We prepared an analysis of the city's current activities and potential in the field of international cooperation. We identified key geographic directions, thematic areas, institutional partners, possible cooperation formats and implementation priorities. We combined a strategic, organisational and promotional perspective to indicate which activities could strengthen the city's position in international relations.
Outcome: The result was an organised international cooperation strategy covering priorities, recommended courses of action, a coordination model and proposals for initiatives to implement. The document helped translate scattered activities into a coherent programme of action and made it easier to communicate objectives within the organisation.
Scope: City strategy · international cooperation · economic promotion · partnerships · European projects · governance · implementation

Organisation and HR

Organising the organisational structure and HR area

Problem: In the company, no one was sure who was responsible for what. Roles overlapped, decisions circulated between departments, and processes worked thanks to the commitment of specific people — not because of a well-designed organisation.
What we did: We answered the key questions: who is responsible for particular areas, where does one department's responsibility end and another's begin, which roles are specialist, coordination or management in nature, and which competencies are critical for further growth.
Outcome: The result was a practical organisational model that became the basis for organising processes, building responsibility matrices, developing competencies, job evaluation and preparing the organisation for the next stages of transformation.
Scope: Organisation · HR · structure · roles · responsibility · competencies · processes · transformation

Methodology

How we work and why it works.

Diagnosis first, then a recommendation.

We do not start with a ready-made solution. First, we check where the problem really lies: in taxes, processes, data, people, systems, the ownership structure or the way decisions are made.

We combine competencies that usually have to be sought separately.

Tax, law, finance, M&A, accounting, HR, AI and operational processes work together with us. As a result, the client does not receive five disjointed opinions, but one coherent course of action.

We take responsibility for implementation.

We do not stop at a report. If the project requires it, we help translate recommendations into concrete actions: documents, processes, tools, outsourcing, interim management or ongoing advisory support.

Contact

Have a similar challenge?

If your company is growing, changing its operating model, preparing for a transaction, organising its finances, implementing AI, or needs greater control over its processes — let's talk.

Together we will check whether you need an advisory project, ongoing support, outsourcing, or just a short diagnosis before making a decision.

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