Introduction to
Finance

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.​

The project​ 

A large Scandinavian bank sought to operationalise its TPRM strategy and target operating model to improve compliance, risk oversight, and efficiency. Implement led end-to-end TPRM design and rollout: programme management, risk assessment methodology, framework and governance, reporting and controls, regulatory documentation, organisational setup, and a new way of working with change management, training, KPIs, and coaching.​ 

The impact​ 

Streamlined workflows, reduced costs, and stronger compliance. Clear governance, standardised assessments, and improved reporting increased transparency and control across third‑party engagements. The TPRM team adopted defined roles, processes, and metrics, supported by training, enabling sustainable efficiencies and better risk oversight.​

The project​ 

A Nordic financial services firm needed a comprehensive compliance programme across Danish regulations, ISO 27001/9001, and DORA. Implement assessed 1,400+ requirements, refreshed governance, policies, and procedures, consolidated outsourcing oversight, assessed legacy contracts, and designed intercompany agreements. Operational plans and a BAU compliance model were defined.​ 

The impact​ 

Stronger regulatory adherence and risk management. New governance clarified accountability; seven policies and 15 procedures were uplifted. An outsourcing function with roles, tools, and processes was established, with contract assessments, exit strategies, and BCM plans. Intercompany Agreements formalised internal services and improved transparency.​

The project​ 

A global pharmaceutical company needed standardised project risk management during rapid expansion. Implement designed and implemented a risk governance framework, clarified roles and ownership, introduced a consolidated risk register, practical tools and guides, training, and a roadmap for continuous improvement.​ 

The impact​ 

Improved identification, assessment, and mitigation of project risks. Consolidated reporting created a single source of truth; training elevated capabilities; clear governance aligned stakeholders and sped decisions. The framework safeguarded timelines and budgets while strengthening compliance and scalability.​

​The project​ 

A global life sciences firm centralising Finance in a shared service center required a scalable internal control environment over financial reporting. Implement assessed the current state, designed future controls integrating manual and automated preventive measures, implemented a GRC tool, and set governance with an annual wheel.​ 

The impact​ 

Standardised, effective controls linked to processes and risks. Automation reduced effort and error; the GRC tool enabled monitoring and documentation. Consistent practices across subsidiaries enhanced audit readiness, reduced financial and reputational risk, delivered cost efficiencies, and created a scalable foundation for growth.​

The project​ 

A Danish bank aimed to enhance its Group FCP Operating Model. Implement designed and led a target operating model design programme over 20 weeks designing future governance, processes, training and culture, performance Mgmt., and technology. The end delivery included a transformation roadmap implementation setup.​ 

The impact​ 

A cohesive FCP strategy and target operating model with clear governance, standardised processes, and defined metrics. The prioritised roadmap provided a pragmatic path to implementation, positioning the bank to enhance centralisation, reduce risk, and scale capabilities efficiently.​

The project​ 

A European telecom operating across multiple countries and systems struggled with GDPR compliance. Implement designed a pragmatic data governance model, clarified roles and responsibilities, and linked regulatory requirements to business objectives. The work emphasised both what to comply with and how to operationalise it, elevating data quality standards and embedding consistent practices across markets.​ 

The impact​ 

GDPR compliance was achieved and sustained through clear governance and ownership. Streamlined processes improved data quality, reduced compliance risk, and enabled better decisions and customer experiences. The organisation began leveraging trusted data for performance management, demonstrating that disciplined governance can drive business value.​

The project​ 

A global manufacturer sought a validated master data strategy across all facilities. Implement assessed data quality and processes, prioritised business use cases, and delivered an MDM implementation plan with governance, standards, and root-cause resolution and cleansing procedures to prevent future data quality decline. 

The impact​ 

A clear MDM roadmap and governance improved data consistency, transparency, and decision-making. Standardised processes reduced errors and enabled scalable improvements across plants, creating a reliable foundation for efficient operations and analytics.​

The project​ 

A major services organisation aimed to implement a new Finance ERP, rolling out to core countries and then globally. Implement led requirements for OTC, PTP, RTR, and tax, ran a structured vendor evaluation, selected the implementation partner, and designed standardised processes and a master data setup with governance, standards, quality checks, and CRUD.​ 

The impact​ 

The client secured a fit-for-purpose ERP and partner, supported by standardised finance processes and robust data foundations. Improved data quality, transparency, and ownership reduced delivery risk and enabled an efficient, scalable rollout.​

The project​ 

An energy infrastructure company needed a master data strategy across all domains. Implement defined the ambition, assessed maturity, identified strategic use cases, and created a prioritised roadmap. A practical implementation playbook established governance with data owners, processes, standards, and controls, supported by a data-governance council and clear executive communications.​ 

The impact​ 

Data awareness and reliability improved for asset management and operations. Root-cause resolution and cleansing procedures, combined with executive buy-in and governance, enabled consistent execution and measurable improvements. A central capability now owns an easy-to-use framework for sustained outcomes.​

The project​ 

A global retailer launched a master data programme within a broader digital transformation. Implement designed group master data models for supplier, customer, and products, created a governance framework with defined ownership, implemented Informatica as the global MDM platform, initiated data cleansing, and redesigned data flows across systems and countries.​ 

The impact​ 

Fit-for-purpose master data models and governance improved consistency and accountability. Informatica standardised data management and accelerated cleansing, while integrated data flows increased transparency and efficiency across markets, supporting a durable foundation for future digital initiatives.​

The project​ 

A chemical engineering company used CSRD to embed sustainability and simplify ESG data. Implement reviewed emissions, mapped gaps, built a complete GHG inventory, and set calculation methods. We prioritised gaps to close before the next report and designed simple ESG data governance, reporting, and digitised processes to improve auditability and accountability.​ 

The impact​ 

All emissions were calculated with a practical tool and emission factor library, enabling future automation. A vision for digitising sustainability processes was defined. Transparency improved on environmental impacts, with clear responsibilities and governance embedded in processes to strengthen collaboration and reduce silos.​

The project​ 

A global retailer sought net-zero targets and roadmaps. Implement managed SBTi net-zero target revision, reassessed the carbon baseline, focused on Scope 3 emissions, analysed business impacts, and facilitated cross-functional groups to design roadmaps with clear governance and ownership in business units.​ 

The impact​ 

Ambitious, science-based targets and robust roadmaps positioned the company as a climate leader. Baselining, scenario modelling, and simple tools supported forecasting. A clear process linked targets to actionable roadmaps, with Scope 3 reduction plans and business cases approved by C-level and the board.​

The project​ 

A coffee trader needed to commit to SBTi/FLAG and deliver a TCFD-aligned plan but lacked a corporate baseline. Implement built a spreadsheet-based GHG inventory with emission factors, closed data gaps, assessed reduction levers, and enhanced governance and risk management to include climate change, defining KPIs for tracking.​ 

The impact​ 

A complete GHG inventory aligned to the GHG Protocol and a data collection framework enabled confident SBTi commitment. A TCFD-aligned climate action plan outlined governance, strategy, risks and opportunities, mitigation actions, and KPIs, giving a clear path to manage climate risks and reduce emissions.​