Almadar Finance Transformation in Riyadh
We redesign record-to-report, order-to-cash and procure-to-pay, and the finance operating model, for finance functions that have outgrown their current process.
What Finance Transformation covers
A finance function that worked well at one size of business often runs into obstacles at the next. Examples include a monthly close that takes three weeks instead of five business days, an accounts payable process nobody has reviewed since the company was a third of its current size, and reports that arrive so late that decisions get made before the numbers are ready.
Finance transformation addresses this directly. It redesigns the processes (record-to-report, order-to-cash and procure-to-pay) and the underlying operating model and organizational structure, so the finance function keeps pace with the business it serves.
Listed companies in Riyadh report to the Capital Market Authority, so their close calendar has hard external deadlines. Smaller back offices running the same manual reconciliation face the same problem at a different scale.
The signals are usually visible well before anyone formally calls it a problem: the same reconciliation questions coming up every month, and a close calendar that keeps slipping by a day or two until nobody remembers the original target date. Another sign is a finance team that has gradually built a parallel process in spreadsheets around a system that was supposed to make them unnecessary. These symptoms are worth naming clearly before proposing any redesign.
The businesses that benefit most tend to share a pattern: growth in transaction volume or organizational complexity without a matching investment in how finance processes that volume. A finance team handling three times the invoices it handled two years ago, using the same manual approval chain built for a much smaller operation, is a typical case for this work.
Much of this work is also about people. Staff used to a method for years need to understand why it is changing and what it means for their day, and a redesign imposed without that explanation often meets quiet resistance that undermines the expected benefits.
Finance Transformation
Redesign of the core finance cycles and the operating model.
Budgets, forecasts and the measures leadership manages by.
Accounting policy, consolidation and financial reporting.
Reducing cost and effort across finance work.
How we work with clients in this practice
We map your current process in detail before proposing any redesign, since the bottleneck is often different from what leadership assumes. A slow close is sometimes a systems problem and sometimes an unclear ownership problem, and the fix differs depending on which it is.
Redesigned processes are built so your own team can sustain them without ongoing consultant involvement, with documentation and training that transfer the new process into your organization.
This work is most relevant for finance teams that have grown headcount without revisiting the underlying process, and for businesses that have recently changed significantly (a new ERP system, a merger or rapid growth) without redesigning the finance process to match. A process built for a small finance team often creates duplication and delay once that team has tripled and nobody has reconsidered how work flows.
Questions about Finance Transformation
How do we know if our finance function needs transformation versus just more staff?
If adding headcount to the current process would only mean more people doing the same inefficient steps, that's a signal the process itself needs redesigning before headcount is the right answer.
How long does a typical finance transformation take?
This varies by scope. Redesigning a single process such as order-to-cash is a smaller project than overhauling the full finance operating model, which takes longer and is usually phased. We confirm a timeline once the scope is clear.
Does this require new systems, or can it work with what we already have?
Often it works with existing systems configured or used differently. New systems become necessary only when the current platform cannot support the redesigned process, and never as a default first step.
Who within our team needs to be involved in a transformation project?
The people who execute the current process day to day need to be involved directly as well as their managers, since they are usually the ones who can identify where and why the current process breaks down.
Can this be done in phases, or does it require a full overhaul at once?
Phased is usually the better approach. Redesigning one high-impact process first, proving it works, and building organizational confidence before tackling the next one tends to produce more durable change than a single disruptive overhaul.