BG&A supported the IT & Finance departments of a global Financial Service Provider in enhancing cost transparency, identify savings, and steer their realization

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Opportunity

• The client sought to enhance the efficiency of external cost budget planning within the IT infrastructure department, improve forecasting accuracy, and identify opportunities for optimization based on comprehensive data analysis.

• However, limitations in the existing top-down cost forecasting approach hindered the identification of optimization potentials due to insufficient data granularity.

• Additionally, the client lacked the necessary guidance and control mechanisms to effectively implement the identified savings opportunities.

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Applied Approach

• Develop a detailed Bottom-Up Forecast utilizing invoices, purchase orders, and signed order agreements.

• Conduct a thorough comparison between the Bottom-Up Forecast and the Actuals Run Rate provided by Finance to pinpoint any discrepancies and address them accordingly.

• Analyze potential inconsistencies and opportunities for cost optimization, including technology upgrades, billing inaccuracies, commercial negotiations, and operational efficiencies.

• Maintain ongoing alignment with department managers to share insights, identify additional optimization opportunities, and quantify their potential impact.

• Track both realized and pending savings to ensure accountability and progress.

• Provide monthly reports to department managers and senior leadership, showcasing progress, and highlighting any impediments to success.

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Achievements

• Aligned infrastructure Profit and Loss forecasts, identified cost optimization initiatives, and successfully executed key cost-saving initiatives.

• Detailed breakdown of costs by services, technology, and vendors.

• Identified and presented significant (10%) cost-saving initiatives to the C-suite

• Led a three-month implementation of cost-saving measures in collaboration with IT, vendor management, procurement, and Finance functions.

• Utilized financial forecasts for client Finance, Business Management, and C-Suite to inform investment strategies and budgeting decisions

BG&A orchestrated the financial strategy for a transformative Cloud and Data Center project, from initial investment case to ongoing tracking, ensuring alignment with strategic goals and delivering tangible savings.

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Opportunity

• Client's aging infrastructure prompted a directive from executives to enhance agility and embrace cloud solutions.

• Concurrently, an ongoing full network infrastructure refresh was in progress, necessitating seamless integration with the new transformation for synergistic benefits.

• Client sought finance professionals with specialized expertise in technology to develop business cases, manage financial aspects akin to a project CFO, and drive change across internal and external stakeholders.

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Applied Approach 

• Developed a robust investment case and business case, leveraging financial analysis and strategic insights to justify the project's viability and potential returns.

• Implemented rigorous financial tracking and steering mechanisms to monitor project spending, value options, and track Run impacts and savings, ensuring accountability and transparency throughout the project lifecycle.

• Collaborated closely with stakeholders across the organization, including the COO, CFO, and CTO functions, to align financial goals with strategic objectives and optimize resource allocation.

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Achievements

• Secured Executive Committee approval for strategic investment in Cloud and Data Center divesture transformation, supported by a compelling investment case

• Achieved project delivery within budget constraints, maximizing cost efficiency while aligning with non-financial objectives.

• Delivered tangible savings and operational efficiencies as a result of proactive financial management and optimization initiatives, demonstrating the value and impact of BG&A's strategic approach to financial management.

BG&A supported the Finance department of a multinational company to identify, correct and enhance disparate financial data 

 

Opportunity

• BG&A was tasked with creating a bottom-up forecast related to Technology costs and identified significant deviation between forecasts, ERP actuals and contract/invoices.

• The gap needed explanation and correction before financial year closing

• The client requested a financial model tool allowing comparison between the different data source and identifying the key drivers

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Applied Approach

• Analyze existing data landscape, break down data into comparable pieces and cross-check data sources

• Continuous connect, interview, and steer relevant stakeholders to retrieve qualitative information and perform necessary change in Financial, Contracts or Procurement systems

• Identify gap drivers, corrections, improvement measures and prioritize those

• Cross collaboration with Tech, Finance & Business

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Achievements

• Enriched SAP data

• Developed excel tooling enabling comparison between budget, Forecasts, and ERP data – which structure enables to identify key gap drivers

• Continuously steered cross-function stakeholders, resulting in successful priority corrections before deadline

• Delivered to Finance, Business functions correction list, process enhancement recommendations and priority guidelines

• Delivered C-suite management communication to illustrate gap, drivers and achievements

BG&A team supported a leading IT Service Provider to identify and meet acquisition targets (50-150M€ annual revenue) in the French region

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Opportunity 

• The client aimed to swiftly expand their presence in France by identifying pertinent acquisition prospects, emphasizing criteria such as Cloud, Data, and Cybersecurity capabilities to enhance local growth initiatives

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Applied Approach

• Conduct workshops to align M&A strategy and criteria with regional Managing Directors.

• Develop a customized scoring process and assess sale probabilities using a proven mechanism, filtering relevant sellers.

• Leverage existing or new contacts with companies to enhance screening quality and increase deal probability

• Screen and score 600 local targets, presenting top selections to client management for further refinement or approval.

• Confirm company profiles, conduct pre-due diligence, determine valuations, and assess seller interest for short-listed targets

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Achievements​

• Enhanced M&A strategy through stakeholder alignment on acquisition criteria, facilitating clear decision-making.

• Provided comprehensive overview of the French market.

• Established contact between acquirer executives and interested targets