Designing and Implementing a Transformation Office

Stood up a centralised TMO for a global payments business. Vendor cadence, executive reporting, SaaS footprint reduction, decision-making at pace.

CASE STUDY

Christine Blyth

11/6/20241 min read

Key Outcomes Generated

  • $15M of ROI in the first year

  • Reduced SaaS footprint by $0.8M

  • Centralised intake and prioritisation

  • More efficient project delivery

The Challenge

A global payments company with material inorganic growth needed to standardise processes and technology across the acquired businesses, eliminate, transform and automate processes and develop automated insights and dashboards to support faster decision making. The company was also seeking to reduce costs via a complexion of insourcing and outsourcing, and implementing more governance around the procurement of SaaS..

Our Approach

We established a centralised Transformation Office, including:

  1. A centralised intake to funnel opportunities across the business

  2. A Prioritisation matrix, together with ROI calculator to prioritise incoming projects, effort, and drive value

  3. Developed multi disciplinary “squads”, improving quality in the solution and to drive value faster

  4. Implemented Quarterly Business Reviews with internal stakeholders to communicate successes for the quarter and to co-prioritise projects for the next quarter

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Some of the significant projects delivered by the Transformation Office:

  1. Review and recommendation of the internal service delivery model across finance and procurement to inform insourcing/outsourcing/near shoring strategy

  2. Implementation of core systems, RPA and AI to drive automation across Finance

  3. Automated bank rebalancing for treasury, realising material savings in interest and elimination of manual handling