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A close that stops
being an event

Accounts payable and receivable, reconciliations, month-end close support, master data, reporting packs and the controls around them, run in your ledger under your chart of accounts.

Segregation of duties is designed into the service before the first invoice is touched, because a cheaper process with a weaker control is not cheaper.

Get in touch See the coverage
LedgerYours

We work in your ERP under your chart of accounts and your approval hierarchy.

ControlsDesigned in

Preparer and approver stay separate, and the split is documented for your auditor.

CloseCalendar-driven

A dated task list with owners on both sides, rather than a scramble reconstructed each month.

BaselineMeasured first

Invoice volumes, exception rates and current close timing are measured on your own data before targets are set.

What we run

Transactional finance, and the controls over it

Most finance functions are not short of effort. They are short of a documented process, so the same reconciliation is solved from first principles every month by whoever has the time.

Accounts payable

Invoice capture, coding, matching to purchase order and receipt, exception resolution with buyers and suppliers, payment proposal preparation and supplier statement reconciliation.

Payment release stays with your authorised approvers. We prepare, evidence and query, and the person who can move money is not the person who set up the supplier.

A payables ledger where the exceptions are visible rather than aged.

Accounts receivable and collections

Invoice issue, cash application, remittance matching, deductions and short-payment investigation, and structured collections calling against an agreed contact strategy.

Disputes are separated from genuine delinquency early, because chasing a customer over your own invoicing error costs more than the invoice.

An aged debt report where each bucket has a reason attached.

Reconciliations

Bank, intercompany, control accounts, clearing accounts, payroll interfaces and the suspense balances that quietly grow in every ledger.

Each reconciliation has a documented method, a preparer, a reviewer and a defined tolerance, so a difference is investigated rather than carried forward as a plug.

Balances explained by working papers, not by memory.

Month-end close support

Accruals and prepayments, fixed asset and depreciation runs, journal preparation, intercompany matching and the close task calendar itself.

Journals are prepared with support attached and posted by your reviewers, which keeps the control intact while removing the preparation load.

A close where the late items are the same short list every month.

Master data and process controls

Supplier and customer onboarding checks, bank detail change verification, chart of accounts maintenance and periodic dormant record review.

Bank detail changes are verified through a call-back to a number held on file, because supplier impersonation is the fraud most finance teams actually meet.

Master data changes that leave an audit trail behind them.

Reporting packs

Management accounts preparation, variance commentary drafted from the ledger, cash and working capital reporting, and the recurring statutory and group returns.

Every figure in a pack traces to a source in the ledger, so a challenge in the meeting is answered rather than taken away as an action.

Packs your finance lead can defend line by line.

How a finance engagement runs

StepOneMap

The processes as performed: who touches an invoice, where it waits, which approvals are real and which are a formality, and what the current close calendar actually looks like against what it claims.

Volumes and exception rates are measured from your own transactions rather than estimated, because outsourcing decisions made on estimates get repriced later.

You receive:

A process and control map

Each process step with its system, its owner, its approval point and its measured volume, plus the current control set written down.

Where segregation of duties is already broken, it is named here rather than inherited quietly.

StepTwoDesign

The split between your team and ours, drawn so that preparation and approval never land on the same side, and so that no control depends on a single named individual.

Access is designed at the same time: roles in your ERP, scoped to the tasks in the split, individually named and revocable by you.

You receive:

An agreed operating model

A responsibility matrix per process, the ERP role design behind it, the exception and escalation routes, and the control narrative your auditor will be shown.

Signed off by your financial controller before any work moves.

StepThreeTransition

Process by process, starting with the highest volume and lowest judgement work, run in parallel until two cycles reconcile without intervention.

The close is transitioned last. Moving close support before the transactional work is stable is how a first month end becomes a bad story.

You receive:

Parallel run evidence

Two clean cycles per process, reconciled against your own output, with defects logged and cleared before the process is released.

Work instructions updated from what the parallel run exposed, which is always something the mapping missed.

StepFourOperate

Steady state: daily transactional queues, weekly reconciliation review, the close calendar run to dates, and a quality sample independent of the team doing the work.

Recurring exceptions are traced to their source, which is usually a purchasing habit or a master data gap rather than a finance error.

You receive:

A monthly service review

Volumes and ageing, exception causes, reconciliation status with unexplained differences listed, close performance against the calendar, and control test results.

Written so your auditor can read it without a translation layer.

01
Coverage

What we do, and who approves it

The last column is the one that matters. A finance outsourcing arrangement that quietly merges preparation and approval has saved money by removing a control.

Finance and Accounting Services coverage
FunctionScopeCadenceApproval retained by you
Payables Capture, coding, matching, exception resolution, payment proposalDailyPayment release and supplier approval
Receivables Invoicing, cash application, deductions, collections callingDailyCredit terms, write-offs and legal escalation
Reconciliations Bank, intercompany, control, clearing and suspense accountsDaily and monthlyReview and sign-off of working papers
Close Accruals, prepayments, depreciation, journal preparation, intercompanyMonthly to calendarJournal posting and close sign-off
Master data Supplier and customer set-up, bank detail verification, chart maintenanceOn requestFinal authorisation of every change
Reporting Management accounts, variance commentary, cash and group returnsMonthly and quarterlyPublication and external submission
Controls Control performance evidence, exception and override logMonthlyAcceptance of any control exception
Controls

Cheaper with a weaker control is not cheaper

The commercial case for outsourced finance is easy to write and easy to get wrong. Consolidating preparation, approval and master data with one team looks efficient right up to the point where a fraudulent bank detail change clears without a second pair of eyes.

So the operating model is drawn as a control design first and a cost exercise second. Preparation sits with us, authorisation stays with you, master data changes are verified against a source you hold, and every override is logged where your auditor will find it.

Ask for a control review
  • Preparer is not approverEvery payment, journal and master data change has a preparer on one side and an authoriser on the other, documented per process.
  • Verified out of bandBank detail and supplier changes are confirmed by call-back to a contact held on your file, never from the mail requesting the change.
  • Overrides on recordAny exception to the agreed route is logged with who asked, who approved and why, and reported monthly rather than mentioned.

Indicative practice. The final control set is agreed with your financial controller during the design step.

Questions we get asked

Before moving transactional finance

Can you work in our ERP rather than exporting data to yours?

Yes, and it is the only arrangement we recommend. The ledger stays your system of record with your controls and your audit trail. A provider working in their own environment and sending you files has moved your finance data outside the system your auditor tests.

How long before a close actually improves?

Not in the first month, and any provider promising that has not run one. The transactional work has to be stable before close support helps, so the first close under the new model is usually run in parallel. Improvement shows once the same short list of late items appears twice and can be attacked at source.

What happens to our existing finance team?

In most engagements they stop keying and chasing and start doing analysis, controls and business partnering, which is what they were hired for and rarely have time for. We are direct about this at scoping, because a transition that is resisted internally fails regardless of the operating model.

Who owns the process documentation?

You do, from the first month and at exit. Work instructions, the responsibility matrix, the control narrative and the reconciliation methods are yours to hand to another provider or to bring back in house. Being replaceable is part of the design.

Do you handle multi-entity and multi-currency ledgers?

Routinely, and the complications are usually intercompany matching and translation rather than the currency itself. Those two are mapped explicitly during the design step, because they are where an inherited process most often turns out to be undocumented.

A close you canplan around.

Start with a control review and a process map. Both are short, both produce documents your auditor and your controller can use, and neither commits you to moving any work.

Get in touch Book a scoping call