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Governance Improvements
Improved FP&A
Offshoring
Expense reduction
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A major player in the beverage industry faced challenges aligning its finance function with evolving demands for forecasting and planning accuracy. Legacy processes and localised inefficiencies were limiting productivity and slowing strategic decision-making. To address these challenges, the company initiated a comprehensive finance restructuring program. This involved offshoring core activities to enhance output, improve service-level agreements (SLAs), and enable the finance team to refocus on high-value forecasting, planning, and analysis (FP&A).
“By redesigning their finance function and integrating offshoring, we unlocked higher output and precision, allowing the FP&A team to focus on delivering strategic insights.”
The restructuring delivered measurable improvements in efficiency and output, with SLAs consistently met or exceeded. Offshoring reduced costs and freed internal resources to prioritize FP&A. The enhanced forecasting and planning capabilities provided the leadership team with sharper insights, driving better decision-making and positioning the business for growth.
