Building a Financial Foundation for Growth

How Infinity Home Services Standardized Financial Planning Across 25 Operating Brands with Citrin Cooperman and Vena

Growth through acquisition introduces a distinct set of financial challenges. Each acquired business arrives with its own accounting platform, chart of accounts, reporting conventions, and budgeting practices. As the portfolio expands, producing timely, consistent financial information becomes increasingly difficult.

Infinity Home Services understood this challenge firsthand.

Following a private equity investment in 2021, the organization expanded from a single residential exterior remodeling company into a platform comprising 25 operating brands across the United States and Canada. Today, the company generates approximately $500 million in annual revenue while continuing to pursue additional acquisitions.

That growth required more than larger finance teams or increasingly complex spreadsheets. It required a planning and reporting framework capable of supporting an organization whose structure would continue to evolve.

Working alongside Citrin Cooperman, Infinity Home Services implemented Vena to establish a centralized environment for financial reporting, budgeting, and enterprise planning across the organization.

Managing Growth Across 25 Operating Companies

When Elie Sturino joined Infinity Home Services in 2022 as director of financial planning and analysis, the company had completed only a handful of acquisitions. Over the following several years, that number increased rapidly, bringing new businesses, additional finance teams, and multiple accounting platforms into the organization.

Some companies operated in QuickBooks Online, while others relied on QuickBooks Desktop, Sage, or additional financial systems. Each maintained its own chart of accounts and reporting structure.

Producing consolidated financial statements required the finance organization to gather trial balances from numerous systems, manually map accounts into a common reporting structure, consolidate the results in Excel, validate the data, and distribute reports throughout the organization.

The process required considerable time while limiting operating leaders' ability to understand the financial information presented to them.

As acquisitions continued, maintaining this approach became increasingly difficult.

The challenge extended beyond efficiency. Once financial statements had been distributed, operating leaders frequently wanted to understand what a particular reporting category was comprised of. Because reports were produced through several layers of manual consolidation, answering those questions often required additional investigation.

Confidence in the numbers depended upon understanding where they originated.

Establishing a Common Reporting Framework

The initial implementation focused on a practical objective: creating a consistent reporting environment across the organization.

Citrin Cooperman integrated Vena with Acumatica, allowing financial information to flow automatically from the company's growing ERP environment into standardized reporting models. As additional operating companies migrated to Acumatica, they could be incorporated into the reporting structure with substantially less effort than before.

Today, nearly every operating company reports through the same financial platform.

More importantly, brand leaders are no longer limited to summarized financial statements. Vena's drill-through capabilities provide direct visibility into the transactions supporting each reported value, allowing finance and operational leadership to review detailed journal activity without relying on separate spreadsheets.

For Elie Sturino, this represented one of the most meaningful improvements delivered by the project.

The result extended beyond centralized reporting. Operating companies gained greater confidence in the financial information supporting business decisions.

Creating Consistency in Budgeting

Once reporting had been standardized, Infinity Home Services turned its attention toward budgeting.

Like many growing organizations, the company's planning process relied upon numerous interconnected Excel workbooks distributed across multiple departments. Individual business units maintained separate files and circulated revisions through email. Confirming the most current version frequently became an administrative exercise.

The budgeting process relied upon familiar Excel models, but maintaining consistency across an expanding organization became increasingly difficult.

Rather than replacing Excel, Vena allowed the company to preserve familiar budgeting templates while introducing centralized governance, version control, workflow management, and security.

Department leaders continued working within an environment they already understood while finance gained complete visibility into changes, comments, approvals, and historical revisions.

The implementation also introduced role-based security, ensuring that sensitive planning information remains accessible only to authorized users.

For areas such as headcount planning and compensation, this became an important operational consideration.

Extending Planning Beyond Finance

As adoption increased, additional departments began using the platform for their own planning activities.

Marketing managers now use Vena to plan appointments by campaign and lead source, providing greater visibility into the effectiveness of marketing investments across multiple operating companies.

Human resources independently implemented a merit planning process that enables secure, brand-level compensation planning. Because the application remained familiar to Excel users, adoption required relatively little formal training while still providing centralized governance and appropriate confidentiality.

Rather than functioning solely as a financial application, the platform gradually became a shared planning environment supporting multiple business functions.

During the implementation, Elie Sturino also recognized the importance of involving stakeholders outside finance early in the design process.

A Platform Built to Support Continued Growth

Infinity Home Services continues to expand through acquisition, bringing new operating companies, financial systems, and reporting requirements into the organization. While nearly every existing brand has now been migrated to Acumatica, the company expects future acquisitions to require a transition period before broader ERP integration is complete. During that time, Vena provides a practical way to incorporate newly acquired businesses into consolidated reporting, giving the finance team consistent visibility while system integrations are underway.

The implementation also continues to evolve. Current initiatives include enhancements to the annual budgeting process, expanded reporting capabilities, additional customized financial reports, balance sheet reporting, and new reporting tools that support other business functions, including marketing. Rather than viewing Vena as a completed implementation, Infinity Home Services continues to build upon the platform as new business requirements emerge.

For organizations experiencing similar growth, corporate performance management platforms such as Vena provide a practical foundation for financial consolidation, planning, and performance management. Realizing the full value of that investment, however, depends upon thoughtful implementation and a solution designed around the organization's operating model rather than the software alone.

As a three-time Vena North America Partner of the Year, Citrin Cooperman has helped organizations across industries modernize financial planning, streamline reporting, and establish scalable planning environments that support long-term growth. For Infinity Home Services, the result was more than a successful software implementation. It was the establishment of a financial planning framework to support continued expansion as the business evolves.

Challenges

• Rapid acquisition growth led to multiple ERP systems, inconsistent chart of accounts, and fragmented financial data
• Financial consolidation relied on manual Excel processes, which required significant effort to produce monthly reports
• Budgeting was managed through linked spreadsheets with limited version control and inconsistent governance
• Brand leaders lacked the ability to drill into reported financial results, making it difficult to validate and analyze performance
• The organization needed a scalable planning platform capable of supporting future acquisitions and continued expansion

Citrin Cooperman's Approach

• Implemented Vena as a centralized platform for financial reporting, budgeting, and enterprise planning
• Integrated Vena with Acumatica to automate financial data consolidation and standardize reporting across operating brands
• Developed a common reporting framework with drill-through capabilities for greater transparency into financial results
• Replaced spreadsheet-based budgeting with standardized templates, centralized workflows, version control, and role-based security
• Expanded the platform beyond finance to support marketing planning and HR merit planning while providing governance and flexibility for future growth

Results

• Established a centralized planning and reporting environment supporting 25 operating brands across the United States and Canada
• Replaced manual Excel-based financial consolidation with a centralized reporting environment
• Improved confidence in financial reporting through drill-down access to underlying transactions
• Standardized budgeting across the organization while strengthening security, governance, and collaboration
• Created a scalable financial planning framework that supports continued acquisition and long-term organizational growth

If you want to explore if Vena is a good fit for your organization, contact us now and schedule an initial consultation.