Case example

Strengthening Finance Controls and Operations in a Complex Organization in Saudi Arabia

Context
A large, multi‑entity organization operating in Saudi Arabia, within a highly regulated environment, engaged me for a three‑month consulting mission to enhance the effectiveness, clarity, and reliability of its finance function.

The objective was not to redesign finance in theory, but to make it work better in practice—quickly, pragmatically, and sustainably.

The Challenge

The finance team was operating under pressure, with:

  • Increasing control requirements and regulatory expectations

  • Fragmented processes across legal entities and departments

  • Operational friction between Finance and non‑Finance teams

  • Limited visibility for management on priorities and risks

While expertise was present, structure, alignment, and execution were limiting efficiency and increasing operational risk.

My Approach

Rather than applying a standard consulting framework, I adopted a hands‑on, operational approach.

1. Deep understanding before action
I interviewed all key stakeholders across Finance, Operations, HR, IT, Legal, Treasury, and Management to identify root causes, not just symptoms.

2. Bridging Finance and the business
Many issues were organizational rather than technical. I facilitated alignment between Finance and non‑Finance teams, clarified expectations, and implemented practical processes to make day‑to‑day collaboration smoother.

3. Governance and organization review
The finance organization was reviewed end‑to‑end. Concrete improvements were proposed and adopted, including:

  • Updated organizational structure

  • Clear job descriptions

  • Defined RACI matrices

  • Finance‑specific operational KPIs

4. Internal controls assessment and remediation
All mandatory internal controls were reviewed across legal entities, with:

  • A clear assessment of the current state

  • Prioritized remediation actions

  • Direct support for implementation, not just recommendations

5. Practical tools, ready to use
I designed and implemented a lightweight IT tool combining:

  • A finance and operational closing checklist

  • Cross‑departmental control monitoring

  • Clear ownership, timelines, and follow‑up

This provided immediate structure and visibility without adding unnecessary complexity.

The Outcome

  • Stronger control environment with clearer ownership and reduced gaps

  • Improved efficiency through simplified processes and less rework

  • Better collaboration between Finance and other departments

  • Immediate, tangible gains for the CFO, without increasing team workload

  • A solid foundation for sustainable improvement, aligned with upcoming system transformations

The finance function shifted from a reactive mode to a structured, confident, and proactive way of operating.

What Made This Assignment Different

This was not a traditional consulting engagement.

  • No generic frameworks

  • No theoretical operating models

  • No recommendations left on paper

Instead, the focus was on practical, ready‑to‑use solutions, designed with teams, tested in real conditions, and effective from day one.