A&M was engaged by a leading global technology platform with
revenues of over €2 billion globally after its acquisition by a consortium of private investors.

Following an intense buy-and-build and consolidation strategy under the previous ownership, the company operated multiple businesses across several countries worldwide. The vast majority of its resources were centralised and operated by verticals, functioning independently of their physical location. The new owners sought to divest selected country business units, which required disentangling these units from the highly integrated, centralised structure.

We partnered with the client to deliver a comprehensive transformation across its back-office and the Finance functions. Leveraging both top-down and zero-based approaches, A&M designed a needs-based target operating model (TOM) covering all G&A and P&T functions. A major focus was Finance transformation, where we supported initiatives across all functional towers: order to cash (OTC), procure to pay (PTP) and record to report (RTR). Our work centred on process optimisation, including automation of previously manual activities to drive efficiency and accuracy, the streamlining of invoicing and collection, and efficient bad debt management to reduce days sales outstanding (DSO). To accelerate impact, we assumed interim leadership roles across OTC, PTP and RTR. Additional actions included the outsourcing of certain shared serviced teams to achieve significant cost savings as well as the restructuring of regional finance TOMs to create standalone finance functions.

Through this transformation, we helped deliver run-rate EBITDA savings of approximately €180 million, of which €10 million were achieved from a reduction of over 110 FTEs within the shared services team. DSO improvement measures alone delivered €37 million of cash benefits. The streamlining of RTR activities helped lower the number of charts of accounts by 30% and manual balance sheet reconciliations by 30%.