With the loss of a long-term service contract, a large international public utility faced a business unit spinoff. It needed to reconfigure its systems and establish a separate accounting and finance group to support the acquirer over a three-year transition period. Our client sought outside expertise and resources to address the many work streams and demands associated with such an endeavor.
We provided three consultants in full-time roles to structure the new functional area and become operational. The group was supported by an adjunct support team with specialized expertise in areas such as project management offices (PMOs), internal controls, change management, financial analysis and reporting, SAP/BPC systems and other relevant specialties.
We created a PMO to support the company as needed over the transition period. This included assisting with reporting, initiating process improvements, implementing stronger controls, responding to ad-hoc requests, and training the acquirer’s A&F team. Our support was so valuable that several of our consultants continued indefinitely as full-time equivalents (FTEs).
