One of North America’s largest energy and energy-related services providers
Our client was experiencing rapid expansion owing to organic and inorganic business initiatives, and they did not want to double the cost of their finance organization (existing cost $50-60MM; FTE count was 650)
We established scale across our client’s organization, saving them more than $30 million in F&A costs while allowing them to double their revenue from $10 billion to $20 billion.
Read on for more information on how we successfully delivered a positive outcome for our client.
Because of organic and inorganic business methods, our client was enjoying fast growth.
A recent acquisition would increase sales from $10 billion to $20 billion. Our client did not want to double the expense of their finance department (which was already $50-60MM with 650 FTEs).
The CFO of our client estimated that the synergies would result in a combined workforce reduction of 1200 to 900 following the acquisition and was intent on reaching scale throughout their financial department.
We partnered with McKinsey to benchmark the finance organization. We advised on the evaluation, recommendations, and strategic vs. non-strategic areas of the finance and accounting organization and developed the five implementation plans to create scale.
The areas selected were acquisition integration, financial planning and analysis, finance technology, management reporting, and procure to pay. The implementation effort of various areas was accomplished in three to six months.
The multi-disciplined teams consisted of experts in the client’s industry, functional experts who have run these functions in departments of relevant organizations, process improvement experts, technology experts with experience in infrastructure, IT operations, master data, ERP, and specialized business systems for unique functions
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