Finance transformation
Client: Confidential multi-entity group
From FragmentedFinanceOperationsTo One Source OfTruth.
How a multi-entity group strengthened its closing process, standardised finance operations, improved governance, and gained clearer performance visibility.
- Client
- Confidential Multi-Entity Group
- Engagement
- Finance Operations Transformation
- Scope
- Multiple Business Units
- Services
- Finance Ops, Shared Services, Process Excellence
Growth Had CreatedComplexity Across TheFinance Operation.
Fast growth left each business unit running finance its own way, with different closing cycles, different standards, and disconnected data. Leadership had no single view of performance, which slowed decisions and raised risk.
Remark Plus was engaged to bring structure and transparency back to the group's finance function.
Pre-transformation state
- 01
Misaligned closing timelines
Different business units closed at different times, making the month-end process slow and demanding.
- 02
Decentralised models
Each business unit followed its own finance processes and tools, creating unnecessary complexity.
- 03
Manual tracking
Consolidation and reconciliation relied heavily on complex spreadsheets.
- 04
Absence of governance/SOPs
Important processes depended on individual knowledge instead of documented procedures.
- 05
No consistent KPI framework
Without shared measures, performance could not be compared reliably across business units.
- 06
Limited financial commentary
Reports focused on past results without enough insight to guide decisions.
The priorities
Build One Coordinated Finance Operating Model.
Standardise
Uniform processes across all geographies.
Centralise
Shared service delivery for core functions.
Govern
Strict compliance and policy enforcement.
Enable
Technology-driven automation and insight.
Operating Model & Process
- Centralised core accounting functions
- Standardised Chart of Accounts (CoA)
- Lean-optimised transaction flows
- Fully documented SOP library
Governance & Performance
- Global financial close calendar
- Performance-based metrics tracking
- Strategic reverse KPI framework
- Service Management governance
Technology & Visibility
- Single source of reporting truth
- Real-time executive dashboards
- Integrated close workflow
- Faster close cycle achieved
Before
- Fragmented systems
- Manual spreadsheet work
- Decentralised operations
- Inconsistent reporting
- Limited data visibility
- Individual dependency
After
- Centralised hub
- Standardised automation
- Shared service model
- Governed policy
- Real-time performance data
- Clear process ownership
What the New ModelEnabled
- Coordination
- Finance activities were coordinated across every business unit.
- Consistency
- Consistent processes improved quality and reduced operational errors.
- Ownership
- Clear ownership made accountability easier at every stage of the finance process.
- Visibility
- Leaders gained a clearer view of cash flow, risk, and performance.