Client-side NetSuite leadership across finance design, reporting, controls, automation, imports and go-live.
The project involved multiple entities, different regions, complex intercompany flows, franchise reporting, legacy systems, manual workarounds and a finance team that needed NetSuite to work properly across Taiwan, the UK, the US and the wider group.
The risk was not only whether NetSuite could go live. That was already a major risk. The bigger risk was going live with a system that still left finance with manual reporting, inconsistent data, weak controls, difficult consolidation and avoidable rework.
FinBridge acted as Gong Cha’s client-side NetSuite Finance Transformation Lead, taking ownership of day-to-day delivery from the client side and bridging finance, operations, leadership and the technical implementation partner.
Proof point
What it shows
January 2026 go-live
Successful NetSuite delivery milestone
14 of 16 subsidiaries included
Most of the group structure was included in the main design
16 charts of accounts rationalised
One global chart of accounts structure was created
Intercompany eliminations validated
The design was checked at group consolidation level
Workflow-led approval solution
Avoided unnecessary scripting where possible
Imports completed and validated
FinBridge took over unresolved import work and completed it directly
2 acquisitions absorbed after UAT
The structure could handle real business change
Before NetSuite, Gong Cha operated across fragmented and duplicated legacy systems, including SAP, QuickBooks, Sage, Excel and manual workarounds.
Month-end reporting relied on data dumps. Approvals sat outside the system. Consolidation was difficult and only performed periodically because of the effort involved. Franchisee reporting was important, but it was not embedded deeply enough into the system structure.
There was also complex intercompany activity, including intercompany inventory flows across entities. That meant NetSuite could not just work at single-entity level. It had to work when the group consolidated and intercompany activity needed to eliminate correctly.
The project sponsor owned the finance transformation, but was not a NetSuite specialist. The implementation partner understood NetSuite, but did not work inside Gong Cha’s business day to day.
That created a gap between what the business asked for, what NetSuite could do, and what the business actually needed long term.
FinBridge filled that gap by understanding the business properly, translating finance requirements into NetSuite decisions, challenging requests that would create problems later, and making sure the implementation partner had clear direction.
FinBridge took ownership of the client-side NetSuite delivery layer. That meant the project sponsor did not need to personally manage every NetSuite design question, UAT issue, migration concern or implementation detail himself.
Ran client-side discovery and process review before implementation partner personalisation sessions
Reviewed how Gong Cha made money, how subsidiaries worked, how intercompany flows operated, how finance reported and what FP&A needed from the system
Advised Gong Cha on what should be requested in personalisation sessions
Redesigned the chart of accounts into one global structure
Designed franchisee and department reporting through custom segments
Acted as the first point of contact during UAT
Trained users and supported adoption after go-live
Proposed automations and workflow-led solutions where these were better than manual workarounds or unnecessary scripting
Took over unresolved import work, completed the imports into NetSuite and validated the results
Completed fixed asset import work and checks
This was not just project coordination.
FinBridge helped Gong Cha make better NetSuite decisions and stepped in directly when work needed to be done.
Gong Cha successfully went live with NetSuite in January 2026. The go-live included GCI, GCG and GCA, with 14 of 16 subsidiaries included in the main design.
Key outcomes included:
One global chart of accounts structure created from 16 charts of accounts
Taiwan, UK and US entities included in the NetSuite go-live
Approvals moved from email-led to system-led
Workflow-led approval design helped avoid unnecessary custom scripting
Franchisee and department reporting dimensions were embedded into transaction design
Intercompany eliminations were validated on consolidation
Automations reduced manual entry and improved consistency
Users were trained and supported after go-live
Import work was completed and validated directly by FinBridge
Fixed asset imports were completed and checked
The system structure was able to support acquisition activity after UAT
“Peter effectively owned day-to-day delivery and is exceptional at stakeholder management, clear, calm communication, able to bridge finance and technical teams, translating complex requirements into clear actions, and keeping momentum without compromising quality.”
Before FinBridge
After FinBridge
16 charts of accounts across the group
One global chart of accounts structure
Manual reporting and data dumps
Stronger reporting structure inside NetSuite
Email-led approvals
System-led approvals and stronger control
Franchisee reporting not embedded deeply enough
Franchisee and department reporting designed into transactions
Complex intercompany inventory flows needed group-level validation
Intercompany eliminations validated on consolidation
Sponsor responsible for a NetSuite project without deep NetSuite expertise
Client-side NetSuite ownership provided by FinBridge
Cutover import work not completed properly
FinBridge completed the imports andvalidated the results
Business change after UAT could have caused rework
Two acquisitions absorbed more easily into the structure
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