A global investment firm with approximately $10 billion in assets under management and operations across Jersey, London, New York, Singapore, Beijing and Zurich. The business manages a complex group structure comprising both management and investment entities.
The client’s lean internal finance team was managing growing workloads across a complex group of management and investment entities operating in multiple jurisdictions.
High staff turnover had disrupted day-to-day finance operations, while high transaction volumes, concurrent projects and system complexity placed further pressure on the team.
The client needed a reliable partner that could integrate quickly, stabilise immediate delivery and adapt to changing priorities without requiring a large internal hiring programme.
We initially assumed responsibility for accounts payable through a structured handover. Following a successful transition, the engagement expanded to cover broader finance operations and developed into co-sourcing of the finance function.
What started as accounts payable outsourcing transitioned into an embedded co-sourcing model.We provided ongoing support through a scaled team, integrated into day-to-day operations and responsive to changing priorities and workload.
The engagement stabilised resourcing gaps and established more reliable finance operations across the group.
The results included:
This approach is relevant for investment businesses with lean teams facing operational pressure, increasing organisational complexity or staff turnover. It provides embedded finance support without requiring the business to build a complete internal infrastructure.
We will tell you early whether we are the right fit and what the support would look like in practice. Most firms come to us ahead of an audit cycle, a reporting deadline, or a period of change.
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