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The company had outsourced a portion of its finance and accounting functions.
The CFO desired to reassess the effectiveness of the finance organization.
The key objectives were as follows:
- Understand and define the requirements for the tax, treasury, and technical accounting functions.
- Design a finance and accounting organization that will serve as a partner to the operations group.
- Understand and define retained and outsourced finance and accounting roles.

Interviewed key members of the retained and outsourced finance organization.
Conducted surveys at the staff and management level to get different perspectives on the effectiveness of the finance organization.
Researched relevant resources on leading practices related to the design of world-class finance organizations.
Obtained Executive Team’s buy-in regarding the approach to implementing the new organization.
Identified key professional skills required for new key positions.

Proposed a new finance organization with a net FTE increase of 2.
The split between decision support and transaction processing activities changed dramatically with more of a focus on decision support.
Roles enhanced or created included:
- Revenue Assurance
- Corporate Controller
- Cash Management
- Process Improvement Mgr.
- Technical Accounting Mgr.
Tax and Internal Audit continued to be supported by the Parent Company.
The timeline to implement the new finance organization structure was 8 months.