Finance Function Operating Model & Process Design

Published on 10 January 2026

Executive Summary

Bigham Consulting partnered with a multinational client to assess and optimise the finance function operating model across multiple support functions, including HR, IT, Legal, Risk, Compliance, and Finance itself. Our focus was on enhancing FP&A, governance, data capture, reporting accuracy, and KPI alignment to strategic objectives. By reviewing processes, systems, roles, and metrics, we implemented a structured, sustainable model that improved reporting efficiency, decision support, and cost control.

The Challenge

The client’s finance function spanned multiple countries, systems, and outsourcing arrangements. Key challenges included:

Fragmented data flows and inconsistent reporting from operational units and support functions
Lack of alignment between KPIs and strategic objectives
Redundant or overlapping processes leading to inefficiencies
Limited visibility for senior executives and board members into cash flow, cost, and performance metrics
Compliance and governance risks across international operations and third-party service providers

Our Approach

We undertook a structured finance function operating model and process design project. Key steps included:

1. Mapping Finance Processes & Data Flows

We reviewed all finance processes (transactional, FP&A, reporting, and controls), as well as interfaces with HR, IT, Legal, Risk, and Compliance. Our mapping identified:

Process redundancies or gaps
Data capture inefficiencies or inaccuracies
Time delays and bottlenecks in reporting
Cost allocation and overhead recovery inefficiencies

We classified processes according to categories relevant to finance optimization:

Category	Purpose
Head Count Cost Analysis	Baseline human capital costs and identify savings opportunities
Manual / Automated	Highlight automation opportunities in transactional or reporting processes
Onshore / Offshore	Assess efficiency of geographic allocation of finance work
In-House / Outsourced	Evaluate control, quality, and cost trade-offs
Value-Adding / Non-Value-Adding	Prioritize processes supporting strategic decision-making
KPI Alignment	Ensure metrics support strategy and actionable decision-making
Regulatory / Mandatory	Ensure compliance and governance requirements are met
Grade Pyramid Optimization	Maximise efficiency by aligning skills and responsibilities to cost structure

2. Identifying Key Efficiency and Governance Levers

We focused on levers that would have the greatest impact on efficiency, reporting, and governance:

Standardisation of processes and reporting across regions
Automation of repetitive finance tasks (e.g., reconciliations, reporting packs)
Improved FP&A frameworks to link KPIs to strategic objectives
Enhanced governance, compliance, and internal control checks
Integration of offshore and outsourced arrangements to improve cost and control

3. Implementing Sustainable Improvements

Defined and implemented a streamlined finance function operating model
Introduced dashboards for timely and accurate reporting to management and board
Optimised staffing structures and role definitions to reduce duplication and cost
Aligned KPI frameworks to strategic objectives, ensuring metrics drive decision-making
Trained staff and leadership on new processes, reporting tools, and governance requirements

Outcome & Results

Improved finance reporting cycle by 40%, with timely insights to support strategic decisions
Enhanced governance and control, reducing compliance risk across multi-jurisdiction operations
Identified and implemented cost savings in headcount allocation, grade pyramid, and outsourced services
KPIs fully aligned to strategy, enabling meaningful performance measurement and decision-making
Standardised FP&A frameworks across all business units and support functions

Key Lessons

Finance functions must be structured to support strategy, not just process completion
Data flows, reporting, and KPIs should align directly to decision-making needs
Governance and compliance are integral to sustainable efficiency
Automation and role optimisation free resources for higher-value analysis
Offshore and outsourced arrangements must be integrated into a controlled operating model

Conclusion

Bigham Consulting’s finance operating model and process design approach delivers measurable improvements in reporting efficiency, governance, and decision support. By aligning processes, data, KPIs, and staffing to strategic objectives, organisations can increase control, reduce cost, and support long-term growth and investor confidence.

Ready to Optimise Your Finance Function?

If your organisation seeks to strengthen finance governance, improve reporting efficiency, or enhance decision support, contact Bigham Consulting today. We provide CFO-level insights and practical, sustainable solutions for complex, multi-jurisdiction finance functions.