The challenge

KNI’s journey with Impero began from a strategic ambition: to become more digital across the business.

While processes and controls existed, much of the documentation and follow-up were manual. Month-end closing was managed in spreadsheets, documentation was shared via email, and audit material was printed and sent back and forth. Version control was a recurring issue — and uncertainty about whether the “final final version” had actually been shared created unnecessary friction during audits.

“Manual!(…) You have to find the files. The risk is that it's not the last file you sent them with the version1, 2, 3 or ‘final final’ version." – explains Thomas Hansen, Business Performance Manager at KNI A/S.

Risk management also needed to be strengthened and formalized. Together with PwC Denmark, KNI conducted a risk analysis across nine core business areas as a foundation for building a more structured internal control setup.

At the same time, requirements and new compliance demands — including ESG reporting — required clearer ownership, structured approvals, and better documentation storage. Relying on SharePoint folders and email chains was not sustainable in the long term.

KNI needed a centralized, digital system that could support both financial controls and broader governance requirements — without overcomplicating processes.

The solution

Impero became the digital backbone for KNI’s risk and control framework.

Starting with financial risk and controls, the platform provided a structured way to document processes, assign ownership, and store documentation securely in one place.

Instead of printing files and emailing documentation to auditors, PwC Denmark was given direct auditor access to Impero. This allowed them to retrieve documentation themselves — saving significant time for both parties and improving efficiency and transparency in the audit process.

“It's just the file they need. So we do it once.You only do it once." - says Thomas Hansen, Business Performance Manager at KNI A/S.

Impero also provided a clearer overview of month-end closing activities. By structuring tasks into defined deadlines — such as “deadline one, two, and three” — KNI gained visibility into the full closing timeline.

With that overview, reconciliations could gradually be moved earlier in the process, improving both structure and speed.

“(…) before you get the overview, it's really difficult to work with. But when you have the full picture, it's so much easierto start moving things ahead." - says Thomas Hansen, Business Performance Manager at KNI A/S.

What began as a financial control tool quickly evolved into a broader governance platform — supporting HR, insurance processes, and ESG reporting.