Finance transformation

The project​

Implement served as the Business Integrator, unifying a leading FMCG company’s processes, data, and technology under a single governance model across E2E harmonisation, business capability & architecture, and data governance. We set common standards, a shared language, and a toolbox, supported by a reference booklet and workshops.​ 

The impact

In 12 months, teams adopted the framework. Shared methods improved decision-making, efficiency, and strategic coherence. Leaders gained an end-to-end view, strengthening governance and creating a scalable foundation for future transformation.

The project

A global auto parts company undertook a full OTC transformation to fix inefficiencies impacting customers and performance. Using customer insights, the programme addressed root causes across the entire value chain – operating model, processes, and systems – via a hybrid delivery model that enabled quick wins and aligned business requirements to the target IT landscape.​ 

The impact​

Clear governance and change management anchored an end-to-end redesign. A compelling core story, defined target operating model and processes, and clarified system requirements reduced customer pain points across the OTC journey, delivering a seamless experience and stronger business performance.​

The project

Implement led an enterprise transformation programme, redesigning the operating and performance management model and optimising core processes (idea-to-market, market-to-order, order-to-cash, record-to-report, procure-to-pay). The future operating model served as design criteria for ERP selection, aligning technology with business needs. Requirements were clarified and global process ownership established.

The impact​

A clear operating model accelerated ERP selection and alignment with strategy. Process reviews highlighted improvements and ERP needs. Global process ownership strengthened accountability. Commercial simplification boosted order-to-cash efficiency, creating a scalable foundation for acquisitions and performance management.​

The project​ 

Implement led a transformation to reposition Finance as a strategic partner and lower cost towards 0.7% of revenue. Work included a 10,000-employee activity analysis, a unified Finance vision and strategy, an end-to-end target operating model, and a redesigned service delivery and placement model – centralising transactional finance and consolidating FP&A in a reporting and analysis Centre of Excellence.​ 

The impact​ 

~900 FTE impact identified via offshoring operational Finance and financial controls and strengthening shared services. The reporting and analysis Centre of Excellence shifted 150 FTE off-/nearshore and reduced 50 FTE through report consolidation, freeing capacity for true business partnering and scalable efficiency.​

The project​ 

Implement led the Finance business partner programme, designing the future 'finance business partner' aspirations and defining the service delivery model for the future roles in business finance. The programme was anchored with leaders and supported by role‑based paths, workshops, and coaching. The academy scaled partnering skills and established a common language across regions.​ 

The impact​ 

The client implemented a harmonised finance business partner model, which improved

business engagement, decision-support, and collaboration. The model boosted adoption and employer branding, and it strengthened the retention and development of key finance talent.​

The project​ 

A new corporate strategy required Finance to change. Focus: capital efficiency and R&D productivity. Implement ran an activity and cost assessment. We defined an execution-ready strategy with 18 initiatives. We set operating model implications. We refined service placement: transactional finance consolidated in GBS. Market Finance refocused on stakeholder engagement. Leadership development supported execution.​ 

The impact​ 

Clear roadmap and data-driven priorities; improved governance and standardisation; local capacity freed for business partnering. The 18 initiatives enhanced capital allocation, compliance, and service efficiency, while leadership alignment strengthened execution with reduced reliance on externals.​​

The project​ 

Following the merger of two legacy businesses, a global biosolutions company needed to unify demand planning and financial forecasting practices across functions and regions.​ 

Implement supported the client in developing a new six-step demand planning and financial forecasting process supported by SAP IBP.​ 

The impact​ 

The new integrated process required thorough and role-specific capability building across the organisation both within processes and system support. This was done in dedicated learning journeys and simulation-based training.​

The project​ 

Implement optimised spend and back-office operations across order-to-cash, procure-to-pay, record-to-report, and item creation. We mapped workflows end-to-end, assessed maturity, and prioritised automation, data, and governance in a phased roadmap.​ 

The impact​ 

The client adopted the plan, unlocking significant efficiency potential (2-4% EBITDA), with benefits including enhanced spend and category management, faster invoicing, fewer credit stops, clearer roles, and a standardised reporting framework, making the back office fit for future growth.​