Democratising company funds (without the chaos)

Opening up your finances allows your whole team to make timely decisions and seize opportunities for growth.

But, without the right plan, your financial control can quickly spiral.

We explore: 

  • How to react to changing circumstances
  • Why setting parameters for budget control matters
  • What eliminating out-of-pocket expenses can achieve

Learn what trust, agility, and control can do for you.

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Frictionless finance: the progressive approach

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Frequently Asked Questions

Everything you need to know about the product and billing.

How can I maintain financial control while empowering my team? 

You can maintain financial control while empowering your team by sharing access to real-time spend data, setting clear budget parameters, and automating approval processes. This approach allows your team to make informed decisions within predefined limits, fostering trust and agility without losing control. 

Why is it important to set parameters for budget control? 

Setting parameters for budget control is crucial as it prevents overspending, reduces the risk of financial surprises, and enhances collaboration between finance and other departments. Clear guidelines ensure that spending is aligned with organisational priorities, while automated approvals maintain agility. 

How do out-of-pocket expenses cause friction within my team?

Out-of-pocket expenses can cause friction by placing financial strain on employees, particularly those in more junior roles. The need for reimbursement can lead to delays, stress, and decreased job satisfaction, negatively impacting team morale and productivity. 

How can trust, agility, and control impact my organisation’s financial success? 

Trust, agility, and control are pivotal to financial success as they empower teams to make swift, strategic decisions while maintaining oversight. This balance fosters a more dynamic and responsive business environment, enhancing overall productivity and ensuring that resources are used effectively. 

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