The problem
New entities are created: a Saudi Vision 2030 SPV, a sovereign fund at launch, a subsidiary being carved out, a joint venture being commissioned. Existing entities restructure: a listed corporate post-acquisition, a family group professionalising group finance, a government authority transitioning from cash to accrual accounting. In both cases, the finance function must be designed around the entity’s mandate and operating reality, not inherited from whatever temporary arrangement held in the interim.
Designing a finance function is not a set of independent workstreams. Organisational structure, delegation of authority, process design, internal controls, management reporting, and ERP readiness must be designed together, because a decision in any one of them constrains the others. The major firms deliver this work as a multi-workstream programme at budgets most mid-sized entities cannot justify. Local advisory firms produce the documents but often lack the delivered transformation experience to make the design actually work once implementation begins.
What we deliver
The components below define the perimeter of the work; each engagement is scoped from them against the entity’s mandate, maturity, and constraints.
A current-state assessment across people, processes, systems, governance, and reporting, benchmarked against sector peers and the entity’s strategic mandate.
A finance target operating model: organisational structure, role mandates, delegation of authority matrix, governance forums, and RACI for finance processes from record-to-report through plan-to-perform.
Policies and procedures across accounting, FP&A, treasury, fixed assets, internal controls, close, and reporting, IFRS-aligned where relevant.
A management reporting framework: executive pack design, KPI architecture, and monthly close cadence.
ERP readiness, covering the business side of the programme: business requirements specification, selection support, implementer oversight, and user acceptance testing leadership, working alongside the client’s chosen implementation partner. The system choice is made on fit rather than vendor preference.
A prioritised, phased transformation roadmap with workstream ownership, milestones, and critical dependencies.
Diagnostic and blueprint typically complete inside a quarter. Where a client wants partner-led transformation governance through execution, the engagement continues on phased retainer beyond the initial engagement.
Who this is for
CFOs and Finance Directors of newly-formed entities needing a finance function designed from scratch. Group CFOs of family businesses professionalising group finance. Government entity leaders standing up or restructuring finance under regulatory or strategic pressure. Mega-project and SPV leaders who need the quality of a major-firm programme without the budget. Where the operating model itself is sound and the need is the reporting and FP&A layer alone, that is our FP&A and Executive Performance Reporting offer.