From Fragmented Finance to Centralized Global Shared Service Center
Centralising Finance for a Global Telecom — Accounts Payable, Accounts Receivable, GL Accounting, Billing & MIS for multiple locations across the US, UK, Europe and Canada.
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.
In the telecommunications industry, where rapid network expansion and market competition demand agile decision-making, a fragmented back-office becomes a strategic liability. Month-end closes stretched longer, audit preparations consumed valuable resources, and finance teams across regions duplicated effort without visibility into each other's work.
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.
The telecommunications sector presents unique finance challenges. High transaction volumes from diverse revenue streams, complex multi-jurisdiction tax requirements, and the need for real-time financial visibility to support infrastructure investment decisions make a centralized, well-controlled finance function essential. Read on to see how complexity was turned into control.
Global telecommunications companies operate in one of the most financially complex environments: multiple currencies, interconnect agreements with carriers worldwide, regulatory compliance across jurisdictions, and high-volume billing operations that must reconcile perfectly with GL accounts. When finance functions are scattered across regions, these complexities multiply — creating audit risk, delayed reporting, and inefficient use of skilled finance professionals.
Multiple Back-End Teams, Inconsistent Processes
While this telecom giant focused on market expansion, its finance function was spread across the US, UK, Europe and Canada. 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. Each region had developed its own processes, making consolidation for group reporting time-consuming and error-prone.
Missing Standard Operating Procedures
Processes lacked standardized documentation and a single operating model, making onboarding slow, controls weak and outcomes unpredictable. New team members took months to become productive, and process knowledge was trapped in individual employees' heads rather than documented systems.
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. Different accounting standards, local tax requirements, and varying regulatory expectations across the US, UK, EU and Canada created a compliance maze.
High-Impact KRAs Required
Leadership required a partner who could transition offshore teams, centralize operations and guarantee SLA compliance — all while minimizing disruption during the change. The transformation needed to happen without affecting day-to-day operations or the ongoing expansion programme.
Planned. On-site. Controlled.
How MYND Built a Global Finance Shared Service Center in a Six-Month Structured Programme
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
Programme Dashboard
Delivery capacity, compliance posture and key programme metrics at a glance
Hands-on Solutions — From Transition to Transfer
End-to-End F&A Delivery that transformed fragmented operations into a unified, audit-ready Shared Service Center
Local-to-Central Transition
Consolidated finance activities from US, UK, Canada and Europe into a single hub. Regional teams were integrated into a unified operating model with clear roles, standardized processes, and centralized governance.
On-site Knowledge Transfer
MYND teams visited client locations to speed up transfer and reduce knowledge gaps. Face-to-face sessions accelerated understanding of regional nuances and built trust with local stakeholders during the transition.
SOPs & Documentation
Process documents for AP, AR, GL, Billing and MIS to lock-in standardization. Every process was mapped, documented, and version-controlled — creating an institutional knowledge base independent of individual team members.
Audit & Compliance Management
MYND handled annual audits directly and enforced SOX controls. A robust control framework was established with segregation of duties, approval hierarchies, and audit trails that satisfied both internal and external auditors.
Flexible Resourcing
Scalable team model — ramp up / ramp down as project needs evolved. The SSC was designed with elasticity built-in, allowing the client to adjust capacity during peak periods like month-end or annual audits without fixed overhead.
Lift & Shift → Fix & Mix → Transfer
Stabilize first, optimize for efficiency, then hand back a scalable, audit-ready SSC
Assessment & Plan
Weeks 1–4- 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
Weeks 5–12- 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
Weeks 13–26- Standardize SOPs, templates & automate rule-based tasks
- Control testing, KPI tuning and hypercare governance
- Handover: certify owners, mock audits & formal transfer sign-off
Our method — stabilise first, then optimise and transfer to a sustainable operating model. No disruption. No shortcuts. Just controlled transformation.
Ready to Centralize Your Multi-Location Finance Operations?
Whether you're expanding across regions or consolidating existing operations, MYND's proven methodology delivers audit-ready Shared Service Centers without disrupting your business. Let's discuss how we can transform your finance function.
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