Introduction and Background
Rimon Global, a company with international presence, provides services and conducts business operations in over 15 countries. In light of continuous growth in operational scope, diverse financial regulations, geographical dispersion, and the need for strict control over budgets, procurement, and financial management – a decision was made to re-engineer all supporting processes related to the organization's core activities.
The project's goal was to replace manual and decentralized work infrastructures, overcome multiple Excel systems, and eliminate centralized work based on specific employees. The main challenge was to create a unified, digital, controlled system adapted to the needs of each country and employee, which would serve as the sole source of truth for all operations – from submitting procurement requests, through petty cash management, to budget tracking and real-time control.
The project was planned to be implemented using the Monday.com platform, with development of dedicated processes and interfaces, based on principles of modern process management, information accessibility, transparency, automation, and multi-layered control. The choice of Monday.com enabled adaptation to each country and department, and provided a foundation for future expansion of additional processes.
The Challenge
Project Alignment with Expertise and Starting Points
The project required expertise in several areas: specification of global financial processes, management of records and sensitive business information, understanding of regulatory nuances, development of multi-language user interfaces, ability to connect to file servers, and building complex permission structures.
The project team included experts in process planning, Monday.com development leaders, training and implementation personnel, financial consultants, and control personnel.
In the first stage, emphasis was placed on deep learning of field work processes. Data was collected from country managers, procurement employees, accountants, control personnel, and management. Structural limitations, bottlenecks, and recurring errors causing delays, lack of transparency, and even operational risks were analyzed.
Additionally, other solutions that existed in the market were examined and rejected due to inflexibility or unsuitability for multi-organizational and multi-country requirements.
The Solution
Work Methods, Implementation Stages, and Work Plan
The work process was carried out using a modern Waterfall methodology with Agile stages in short cycles:
Meetings with role holders, needs collection and prioritization, identification of technological and regulatory limitations, mapping of failure and success points in existing processes, specification of future processes while addressing unique needs of each country and business unit.
Building detailed workflows in Monday.com boards, planning hierarchies (Global → Country → User), defining automations between work stages, permission planning, establishing digital forms, and creating supporting dashboards for management and decision-making.
Establishing boards and modules for petty cash management, procurement, payments, suppliers, contractors, budget, income, and expenses. Developing rules and triggers (for example: cannot approve an expense without available budget), connecting to existing integrations (invoices, digital documents), building dynamic approval processes, permission trees, management reports, and data export tools.
Running in test environment, validation rounds with key users in each country, bug fixes, load testing, checking response to all business and financial scenarios.
Building frontal and online training systems, producing user guides, building practice scripts, group training, and personal accompaniment. Implementation teams worked simultaneously in the field and in the digital space.
Holding ongoing feedback collection meetings, adding improvements and developments according to user comments, implementing improved processes in real-time, and expanding the system to new modules and processes.
Technologies
Intermediate and Final Deliverables
The project was accompanied by a series of intermediate deliverables – comprehensive specification reports, process diagrams, management presentations, demonstration videos, and management briefings. Each development stage was accompanied by documentation and control documents.
Main deliverables:
Work Plan, Control, and Quality Assurance
A multi-stage work plan was formulated for the project, with clear milestones, binding dates, measurable success metrics (KPIs), and strict control over each stage.
The system was repeatedly tested against dozens of scenarios – including extreme scenarios such as:
A quality control mechanism was accompanied by internal and external QA personnel.
Success metrics were measured and checked over time:
Customer Satisfaction
Customer satisfaction was a central goal throughout the project's life.
Already in the pilot stages, particularly positive feedback was received from teams at headquarters, country managers, and finance departments.
Employees reported:
Additionally, the ability to track processes from anywhere at any time (including mobile) improved management's level of control and oversight over all activities.
Even after going live, direct contact was maintained between teams – every issue received immediate response, and the system underwent ongoing adaptations according to user feedback.
Originality, Creativity, and Innovation in the Project
The project was characterized by innovation, originality, and high planning flexibility.
The solution was built as modular, enabling dynamic adaptation to each country and department, and was based on connecting the world of global information systems with simple and user-friendly tools.
The use of Monday.com in a way not done before – especially in building complex processes (Multi-step Approval, interactive budget management interfaces, real-time reports with drill-down by country) – enabled optimal flexibility and adaptation, and created a new standard for managing core supporting processes in a global organization.
The system was built so that each process can be quickly replicated, adapted, and changed as needed – without dependence on a single factor or dedicated technological team.
The use of automations, smart integrations, analytical tools, and multi-language support created a dynamic digital environment, enabling future expansion without limitation.
Summary
The Rimon Global project demonstrates Entrypoint team's extensive capabilities in managing and implementing complex business processes across countries and units.
A combination of deep understanding of business processes, development of a customized solution, insistence on quality control, and continuous accompaniment – led to creating a modern, secure, accessible, transparent, and efficient system that brings real value to the client and establishes infrastructure for long-term business growth.
Results
Variety of Activities Performed in the Project
As part of the project, diverse and comprehensive activities were carried out. Beyond developing the system itself, an advanced pilot environment was established that included simulations of complex scenarios:
A complete onboarding process was built for new employees, including practice in the system and receiving role-appropriate permissions.
Professional materials were produced (video recordings, written guides, practice scripts) in three languages, and the system was tested in practice by multi-cultural teams.
During implementation, personalized support and accompaniment were provided, a dedicated help desk system was built, and user groups were established by country and role, enabling adaptation and optimization of the training and implementation process.
Additionally, close technological accompaniment was carried out, including monitoring of work integrity, ongoing software updates, permission upgrades, and knowledge transfer to local IT personnel.