From Fragmented Finance to Centralized Global Shared Service Center
Centralising Finance for a Global Telecom — AP, AR, GL, Billing & MIS for multiple locations
90 People. One Shared Service Centre. Zero Finance Disruption
Decentralized Finance Operations Distracting Growth
The client was rapidly expanding services across the US, UK, Europe and Canada, but the finance function couldn’t keep pace. Accounting operations were fragmented across regions, creating inconsistent processes, audit exposure and rising operational costs — all while leadership focused on growth.
MYND partnered with the client to design and implement a centralized F&A Shared Service Centre: a six-month programme to consolidate teams, standardize processes, and deliver a scalable, audit-ready finance operating model. Read on to see how complexity was turned into control.
The Challenge
While this telecom gaint focused on market expansion, its finance function was spread across the US, UK, Europe and Canada.
Multiple back-end teams, inconsistent processes and geographically scattered GL, AP, AR and billing operations created cost inefficiencies, audit risk and slowed month-end close. The client needed a partner to stabilise operations and build a standardized, cost-efficient shared services model.
Scattered Ledgers, Siloed Teams
Accounting functions were spread across multiple countries and teams worked in isolation — creating duplicate effort, inconsistent outputs and slow decision cycles.
Missing Standard Operating Procedures
Processes lacked standardized documentation and a single operating model, making onboarding slow, controls weak and outcomes unpredictable.
Multi-Country Compliance Complexities
With multiple tax jurisdictions and a need for SOX-ready controls, the finance function faced regulatory risk and audit inefficiencies without centralized oversight.
High-Impact KRAs
Leadership required a partner who could transition offshore teams, centralize operations and guarantee SLA compliance — all while minimizing disruption during the change.
Our Approach — Planned. On-site. Controlled
How MYND Built a Global Finance Shared Service Center (Six-Month Drive)
Assessment & Plan
AS-IS process mapping & gap analysis across AP, AR, GL, Billing and MIS.
Define RACI, KPIs and SLA baselines; capture control weaknesses in a control matrix.
Transition & cutover plan: data mapping, reconciliation approach and rollback triggers.
Lift & Shift
Knowledge transfer & shadowing: on-site walkthroughs, end-user handoffs and SIT/UAT support.
Cutover execution: move transactional volumes to the hub with day-one reconciliations.
Temporary control framework: segregation of duties, interim approvals and SOX readiness checks.
Fix & Mix
Standardize SOPs & templates: single process model, common naming conventions and version control.
Operational efficiency: rules-based automation, elimination of manual touchpoints and ERP rationalization.
Control testing & KPI tuning: root-cause fixes, process SLAs and continuous improvement cycles.
Stabilize & Transfer
Hypercare & governance: SLA dashboards, weekly cadence calls and escalation playbooks.
Handover & capability build: certify process owners, train supervisors and deliver process dossiers.
Audit readiness & sign-off: mock audits, final control evidence and formal transfer acceptance.
Compliance, Coverage & Scope
Compact dashboard showing delivery capacity, compliance posture and key programme metrics.
Compliance, Coverage & Scope
Compact dashboard of delivery capacity, compliance posture and key programme metrics.
What We Delivered — Hands-on Solutions
End-to-End F&A Delivery — From Transition to Transfer
Local-to-Central Transition
Consolidated finance activities from US, UK, Canada and Europe into a single hub.
On-site Knowledge Transfer
MYND teams visited client locations to speed up transfer and reduce knowledge gaps.
SOPs & Documentation
Process documents for AP, AR, GL, Billing and MIS to lock-in standardization.
Audit & Compliance Management
MYND handled annual audits directly and enforced SOX control
Flexible Resourcing
Scalable team model — ramp up / ramp down as project needs evolved.
Our Method: Lift & Shift → Fix & Mix → Transfer
Stabilize first, optimize for efficiency, then hand back a scalable, audit-ready SSC.
Assessment & Plan
- AS-IS mapping & gap analysis across AP, AR, GL, Billing & MIS
- Define RACI, KPIs, SLA baselines and control matrix
- Transition & cutover planning with rollback triggers
Lift & Shift
- On-site knowledge transfer, shadowing & SIT/UAT support
- Careful cutover of transactional volumes with day-one reconciliations
- Temporary control framework: SOD, interim approvals & SOX checks
Fix & Mix → Stabilize & Transfer
- Standardize SOPs, templates & automate rule-based tasks
- Control testing, KPI tuning and hypercare governance
- Handover: certify owners, mock audits & formal transfer sign-off
