WHAT WE ARE KNOWN FOR
Globally recognized Finance Transformation Experts at your doorstep
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CFO SERVICES DELIVERED
We are globally recognised finance transformation experts with extensive experience in designing and implementing transformational change programmes for executives.
Our firm provides strategic advisory services, operational implementation methodologies and tools to enable organisations to build high performing finance functions and achieve their strategic objectives. Effective implementation is central to our delivery approach.
For us, achieving the right implementation is one of the most important aspects of delivering any solution.
We operate globally and specialise in finance transformation for a range of clients, including:
WE SUPPORT CLIENTS IN THESE AREAS
01
Target Operating Model
& Service Delivery
A clearly defined finance service delivery model is now a critical component of the target operating model.
Digitising finance back office processes is not simply an efficiency initiative, but a structural redesign of how finance services are delivered, governed and scaled. It enables standardisation, improves data integrity, and strengthens the quality and speed of decision making across the enterprise.
RPA plays a central role in this transformation. Beyond automating high volume, rule based processes, it enables the reallocation of capacity towards higher value activities such as financial planning, analysis and strategic decision support. It also enhances operational resilience through scalable, always on execution and consistent process performance across peaks in demand.
However, the successful delivery of a modern finance operating model requires more than technology deployment. It requires end to end transformation across process architecture, organisational design, governance, talent and operating cadence, underpinned by a disciplined methodology for identifying and eliminating inefficiencies and ensuring alignment to the target operating model.
Our approach enables organisations to move beyond incremental improvement towards a fully integrated, scalable and cost efficient finance operating model. By embedding advanced capabilities within the service delivery framework, finance functions are repositioned to support growth, improve resilience and deliver sustained performance in a complex and dynamic environment.
Navigating post-merger integration is a complex journey that typically unfolds over several months.
Realising full value requires a well-defined critical path plan, supported by disciplined execution and strong alignment between management, employees and shareholders.
Optimus Advice supports clients through complex finance integrations with a focus on protecting and unlocking value throughout the integration lifecycle. Drawing on deep expertise in finance transformation, we identify and address integration risks early to enable a controlled and efficient transition.
Our approach goes beyond combining organisations. We translate the strategic intent into a clear integration roadmap, define synergy delivery logic and structure decision gates to manage multiple closure scenarios. Critical choices are addressed early, including the future operating model, workforce structure and technology architecture, all of which are central to deal value.
Collaboration is fundamental. We establish shared principles, align stakeholders around a common vision and define leadership accountability from the outset. This ensures clarity of scope, early resolution of dependencies and a stable foundation for the future organisation.The outcome is a robust operational blueprint that enables
Day 1 readiness and accelerates value capture. During execution, the focus shifts to building a high-performing organisation, tracking synergy realisation and identifying further value opportunities.
This disciplined and client-focused approach ensures a controlled Day 1 transition and lays the foundation for sustained post-deal performance.
02
Post-Merger Integration
03
Financial Planning & Analytics
In today’s fast-moving and competitive environment, organisations face the dual challenge of managing increasing volumes of data while adapting to continuous market change.
Success depends not only on access to accurate data, but on the ability to convert it into timely, actionable insight that enables confident decision-making. Data has become a core driver of strategic performance and competitive advantage.
Optimus Advice helps organisations unlock the value of data by combining advanced analytical capability with deep finance expertise. We enable greater predictability, sharper insight and faster, higher-quality decision-making, working as trusted partners in long-term transformation.
Through close collaboration, we develop tailored three-statement forecasting models aligned to each organisation’s operating reality. These are strengthened with sensitivity analysis across financial and non-financial drivers, enabling robust scenario planning and more adaptive strategic choices. This elevates FP&A functions into genuine strategic partners to the business.
Our approach supports more effective capital allocation by helping organisations focus resources on the most value-generating opportunities. It also enables finance teams to operate with greater agility, bridging the gap between strategic planning and execution.The outcome is measurable impact, including improved productivity, cost efficiency, stronger cash management and more informed decision-making.
Our commitment is straightforward: to align every solution with our clients’ strategic objectives and deliver sustainable, lasting value.
With deep expertise in finance transformation, change management and interim finance leadership, we support organisations through periods of complexity, transition and strategic change.
Finance leaders are operating in an increasingly volatile environment where the function is expected to deliver greater insight, stronger control and faster decision-making, while simultaneously driving transformation and sustainable value creation.
We partner with organisations to provide experienced finance leadership and practical execution across transformation, operational improvement, integration and performance management.
You may recognise some of the following challenges within your organisation:
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Are finance processes fully aligned to business objectives and strategic priorities?
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Does the finance function provide timely insight that supports confident decision-making?
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Are operating models, governance structures and accountabilities clearly defined?
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Is manual effort limiting efficiency, reporting quality or scalability?
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Are transformation initiatives delivering measurable value and sustainable adoption?
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Does the finance function have the capability and capacity required to support growth and change?
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Are integration or carve-out activities placing pressure on operational continuity?
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Are costs, controls and performance being managed with sufficient visibility and discipline?
If these challenges are limiting performance, creating complexity or slowing transformation, Optimus Advice can provide the leadership, expertise and execution capability required to deliver meaningful and lasting change.
CLIENT SUCCESS STORIES
ENGAGEMENT 1
Target operating model assignment ...
For a client within the Consumer and Industrial Products sector, we transformed a decentralised, country-led finance function into a globally integrated finance operating model enabled by digital automation.
Our diagnostic assessment identified significant duplication across core finance processes, together with constrained specialist capability driven by high transaction volumes, manual activity, fragmented data and unclear governance structures.
To support the transition from a traditional finance model to a more integrated and future-focused operating model, we implemented automation, robotic process automation and leading technology solutions to improve efficiency, strengthen control and enhance scalability.
The transformation programme was structured around three core components:
Global Governance
We partnered with the client to design a globally governed finance operating model, centralising finance activities into a captive shared services centre located in a lower-cost geography. In parallel, we established finance business partnering capabilities with clearly defined roles and competencies to strengthen stakeholder support and decision-making.
Standardisation
We standardised end-to-end finance processes through process harmonisation and automation, supported by the appointment of global process owners to ensure consistent oversight, accountability and governance.
Smarter Operations
Rule-based and repetitive finance activities were automated and centralised through robotic process automation, enabling finance teams to redirect capacity towards higher-value business support and performance insight through enhanced reporting and dashboard capabilities.
This transformation reshaped the finance function from a predominantly operational structure into a more strategic business partnering model. Operational finance activities were reduced from 62 per cent to 25 per cent, while business partnering activities increased from 38 per cent to 75 per cent, delivering annual finance FTE cost savings of 30 per cent.
Optimus Advice commentary
Nurtan Durant Principal | Enterprise Transformation & Governance
Digital technologies are reshaping every function across the enterprise. Finance, for example, is no longer focused solely on financial reporting, but increasingly on non-financial data, analytics and visualisation capabilities that support broader business decision-making.
The same evolution is taking place within shared services organisations. Leaders are increasingly leveraging technologies such as robotic process automation and self-service platforms not simply to improve efficiency, but to act as catalysts for enterprise-wide transformation. This creates opportunities to deliver both top and bottom-line value while simultaneously developing future leadership capability.
As automation drives greater process efficiency, finance functions are able to move further up the value chain, enabling stronger insight, better decision-making and more strategic business impact. Organisations that embrace this shift early will be best positioned to realise long-term competitive advantage.
ENGAGEMENT 2
Post-Merger Integration...
For a global client within the agribusiness sector, we provided Finance Business Lead support during the integration of two organisations following a strategic merger.
The engagement included the definition of integration governance, development of the synergy case, establishment of the 100-day plan and oversight of execution activities. We identified critical cross-functional interdependencies and supported the establishment of the PMO to coordinate comprehensive Day 1 workplans.
We provided deep functional expertise across areas essential to value realisation, including future operating model design, service delivery optimisation and systems rationalisation. Support was also delivered for workforce planning and organisational design, including detailed FTE impact analysis.
In parallel, we designed the target finance processes and procedures for the newly integrated organisation and managed the alignment of finance operations and systems to the future finance operating model.
The integration was delivered successfully, with seamless balance sheet consolidation, uninterrupted business operations and achievement of the targeted synergy benefits.
ENGAGEMENT 3
Service Delivery Strategy assignment ...
An enterprise-wide transformation programme was undertaken for a cloud-based enterprise software organisation operating across 24 countries with a workforce of more than 3,700 employees.
Our role focused on the development of the Finance Target Operating Model as part of a broader transformation agenda aimed at enabling large-scale convergence, reducing cost and creating a more agile operating structure.
We assessed and evaluated multiple service delivery strategy options, including captive shared services, offshore delivery, business process outsourcing, hybrid structures and third-party supported models.
Following detailed analysis, a Business Process Outsourcing model was selected to support scalability, improve operational efficiency and enable future organic growth, while also facilitating the rapid integration of acquisitions.
Initially, we defined the service delivery model evaluation criteria and established weighted assessment factors to support objective decision-making. Regardless of the selected model, the transformation mandate included process reallocation and the implementation of globally standardised end-to-end finance processes.
Senior finance stakeholders assessed the available options and concluded that a Business Process Outsourcing model represented the most effective long-term solution for the organisation.
We subsequently led a formal RFP process involving both Tier 1 and Tier 2 BPO providers. The programme objectives communicated to participating providers included:
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Enhancing service delivery through process simplification and standardisation.
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Reducing operational delivery costs across the finance function.
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Enabling finance teams to focus on higher-value and more strategic activities.
Following a comprehensive evaluation process and on-site assessments, the preferred provider was selected.
Project mobilisation was executed against a detailed transition plan designed to migrate operational finance activities to the lower-cost delivery location in a controlled and structured manner. In parallel, workforce transition and HR-related matters, including severance arrangements, were carefully managed to support organisational continuity and minimise disruption.
The transition of operational finance processes to a lower-cost delivery location, combined with global process standardisation, delivered finance cost savings of 35 per cent.
The model also transferred a significant proportion of operational processing risk to the BPO provider, enabling local finance teams to redirect focus towards higher-value, strategic and business-partnering activities.
Optimus Advice commentary
Cynthia Mayer Wolf Principal | Finance & FP&A Transformation
Effective execution and implementation are critical to the success of any transformation. Even the strongest ideas will fail without disciplined delivery.
We recognise that transformation is not solely about driving efficiency. It is equally about ensuring that robust controls are in place and that the organisation has the right capabilities and resources to sustain change and deliver outcomes.
ENGAGEMENT 4
Finance Planning & Analytics ...
For a client within the Consumer and Industrial Products sector, we developed an integrated financial planning model in Microsoft Excel to strengthen forecasting capability and improve strategic insight.
The model incorporated a detailed short-term projection focused on cash management and liquidity exposure, alongside a medium to long-term forecast designed to support strategic planning and decision-making.
Model inputs were driven by a defined set of operational and financial assumptions, resulting in fully integrated projected income statement, balance sheet and cash flow outputs.
In addition, the model included a base case and dynamic sensitivity analysis functionality, enabling independent scenario modelling across key business variables to support more informed and forward-looking decision-making.
Optimus Advice commentary
Nurtan Durant Principal | Enterprise Transformation & Governance
FP&A plays a critical role in enabling executive decision-making through timely, relevant and insight-driven analysis. Yet within many organisations, FP&A activities remain fragmented, highly customised and operationally inefficient.
Localised processes, duplication and inconsistent ways of working often result in highly skilled FP&A professionals spending disproportionate time on transactional activity rather than strategic analysis and business partnering. This not only limits decision-making effectiveness, but can also reduce engagement and talent retention within finance teams.
We believe many transactional FP&A activities can be delivered more effectively through a centralised Centre of Excellence model. Standardising and consolidating these processes enables greater efficiency, improves insight quality and allows FP&A teams to focus on higher-value activities that support stronger and more informed business decisions.
ENGAGEMENT 5
CFO Services Advisory & Interim Solutions...
For a company launching a grain trading business, we provided CFO advisory and interim support to design and implement the end-to-end operating model.
We defined the commercial processes and established the financial operating framework, including governance structures, roles and responsibilities, and control mechanisms to ensure a robust and scalable trading operation.
Our support also included the design of the risk management framework and the setup of the trading position, alongside the development of accounting, reporting and control models. In parallel, we addressed key enabling functions including tax, systems architecture and treasury to ensure a fully integrated operating environment.
TALK TO ONE OF OUR EXPERTS
Finance transformation is no longer the preserve of large global organisations. It is essential for businesses of all sizes seeking to improve performance, resilience and decision-making.
At Optimus Advice, we bring the depth and rigour of Big Four experience, combined with a focus on practical outcomes and measurable value creation.
We work in close partnership with clients to design and deliver tailored solutions that strengthen the finance function and create tangible business impact. This includes process optimisation, improved forecasting capability and the development of more resilient finance operating models.
Our approach combines technical expertise with a pragmatic delivery mindset, ensuring each initiative delivers clear and lasting value.
Talk to one of our experts to explore how we can support you in building a more efficient, capable and future-ready finance organisation.
