Transition of the FP&A manager for an international mid-cap company in the distribution sector with multiple international subsidiaries
Context
A mid-cap company seeking to ensure the long-term retention of the knowledge and business processes within its finance department, following the departure of the head of FP&A and the recruitment of his successor without an overlap period
Objectives
To ensure a smooth handover between the outgoing and incoming Head of FP&A over a four-month period
Operational mode to compensate for temporary staff shortages, and advisory mode to formalise and improve financial processes
Drafting of a report on key findings to enable the development of a medium-term roadmap for the CFO
Deliverables achieved
Monthly FP&A services delivered with a high degree of reliability to the Finance teams, the CFO and internal clients
Roadmap and improvement plan for the FP&A function based on industry best practices
Budget preparation and completion of monthly closings
Welcome Pack containing all the key elements for the firm’s organization and FP&A
Overhaul of the reporting file (improving reliability and automation)
Key success factors
Substantial experience in outsourced FP&A services
Quickly grasping the client’s challenges, tools and working methods
Adapting to the transition context
A four- to six-month intervention that secured critical processes and provided external expertise to improve the finance function
Development of an application with a validation workflow for managing annual restatements. Finance transformation | Transformation of the finance function | Mid-cap and large group
Creation of investor reports and monitoring of valuations using Power BI. Development of Power BI dashboards | Modelling and performance analysis | Funds
