How We Stabilised the Finance Function of a $100M+ Business

At a Glance

Industry

Mining

Problem

An underperforming finance function with weak controls, inefficient processes and limited cashflow visibility.

Solution

An embedded team that stabilised finance operations and built stronger processes, controls and reporting.

Client

A commercial business in the mining sector with revenue exceeding $100 million and operations across the Middle East, UK, Africa and Europe.

Situation

The finance function was unable to keep pace with the scale and complexity of the business. Processes were manual and inefficient, controls were weak or absent, and recurring errors were affecting the reliability of finance operations.

Cashflow monitoring provided limited visibility, reporting was slow, and gaps in ownership and accountability made it difficult to manage the function effectively.

The client needed to stabilise day-to-day delivery while improving the wider finance function. This work had to take place quickly and without disrupting ongoing operations.

The key issues included:

Delays and inaccuracies across finance operations
A limited audit trail and control environment
Dissatisfaction among senior leadership, vendors and other stakeholders
Weak cashflow oversight and reconciliation processes
Manual workflows that could not scale with the business
Fragmented processes across multiple entities and jurisdictions
High transaction volumes linked to operational activity

How We Delivered

We developed a solution around the client’s operational requirements and took ownership of finance activities through a structured handover.

Mapping and documenting end-to-end finance processes

Implementing controls and establishing day-to-day compliance

Improving operational efficiency and reducing manual intervention

Standardising processes across multiple corporate entities

Strengthening cashflow monitoring and reconciliation

Working with internal stakeholders to align finance with operational needs

Delivery Model

Embedded co-sourcing model, working alongside the existing finance leadership and reporting into the Head of Finance and CFO.

Outcome and Operational Impact

Finance operations moved from a reactive and error-prone environment to a more controlled and reliable function.

The engagement resulted in:

Stabilised and more efficient finance operations
Stronger controls, improving accuracy and reliability
Vendor payments completed on time, strengthening relationships
A clear audit trail across finance processes
Greater confidence among senior leadership and other stakeholders
Improved management information and reporting
Daily cash reconciliations, providing better visibility and control
More accurate and timely information for leadership decisions
A finance function capable of scaling without additional internal hiring

Where This Applies

This approach is relevant for commercial businesses with multi-entity operations, particularly where the finance function is underperforming, controls are limited or processes cannot support the scale of the business.

Speak With an Expert

Most engagements start with a short conversation. We will tell you early whether we are the right fit and what support would look like in practice, particularly ahead of audit cycles, reporting deadlines, or periods of change.