We redesign the finance operating model so it merges with the organisation around it — finance, legal, tax, HR, IT, etc. — with shared ownership and governance. Not "finance-led with stakeholder input" but genuinely cross-functional, so the function runs efficiently and stays compliant. That's the difference between a transformation that lands and one that stalls.
Most finance transformations produce an elegant target operating model — and then hit a wall. Procurement won't change its approval flows. HR can't deliver the new role profiles. IT has the integration on next year's roadmap. Legal flags the entity implications nobody scoped.
The diagnosis is structural, not political: the transformation was scoped as a finance initiative, but every meaningful operating model change requires people outside finance to change how they work. If they had no ownership in the design, they have no stake in the delivery.
Leading finance integration hand-in-hand with the IMO across major acquisitions — and leading finance transformations at large Danish companies — taught us this the hard way: cross-functional ownership is what determines whether a transformation lands or stalls.
We design target operating models grounded in how your organisation actually works — process taxonomies, governance structures, role design and system requirements — and we structure the programme so that every function that has to change also has a seat, a mandate and accountability.
That means joint design sessions instead of finance presenting to stakeholders. Decision rights mapped before the first process is drawn. And a governance cadence that survives after we leave.
We map who owns each decision before we design how the work flows. A perfect process with an absent owner is a stalled process.
Standard models collapse on contact with your organisation's actual constraints. We design for your entity structure, your systems, your people.
No 200-page operating model nobody reads. Deliverables sized for organisations that need to act this quarter, not run a three-year programme office.
Governance, documentation and capability transfer are deliverables — the model should run without consultants in the room.
Many target operating models include a sourcing decision: which activities stay close to the business, and which belong in a lower-cost, specialised delivery unit? Where the answer points nearshore, our shared services center in Tetovo is a ready-made option — designed by the same team that designed your model, so nothing is lost in translation between strategy and operations.
Explore the shared services centerBring us your operating model — or the ambition for one — and we'll tell you where it will land and where it will stall.