Client: Global Paper and Packaging Manufacturer (Fortune 500)

Industry: Manufacturing

Consultant: Cliff Struhar, Senior Finance & Shared Services Advisor, VAI Consulting Network

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Challenge: 
The client’s global organization was undergoing a major transformation, consolidating all back-office finance functions into a centralized Global Business Services (GBS) model. Each manufacturing division had historically managed its own finance processes, including accounts payable, accounts receivable, and financial close processes.

 

This shift sparked significant resistance and skepticism from division leaders who feared losing control over critical financial processes. Common concerns included:

• “How do I know my bills will be paid accurately and on time?”

• “Will financial close processes maintain the same accuracy and transparency?”

• “How do we ensure proper governance across regions?”

These concerns led to stalled adoption, uneven compliance, and a lack of confidence in the new centralized model.

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Solution:

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Cliff Struhar, a seasoned finance transformation executive with deep expertise in GBS strategy, governance frameworks, and change management for global enterprises.

 

Cliff led a structured approach to build confidence in the GBS model by addressing the key barriers:

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• Governance Framework:
  Cliff developed and implemented a governance and issue resolution structure, ensuring that division-level concerns were escalated, tracked, and resolved efficiently. This framework provided visibility into performance metrics and service-level adherence.
   

• Standardized Processes:
  Cliff helped design and deploy standardized processes across divisions for procure-to-pay (P2P), order-to-cash (O2C), and financial close. These processes reduced operational inconsistencies and created a single source of truth for back-office performance.
   

• Change Management & Communication:

Recognizing that perceived loss of control was the core objection, Cliff introduced change management best practices, ensuring regular dialogue between GBS leadership and division finance heads. This built trust and improved transparency around performance, error resolution, and ongoing improvements.

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Results:

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• 30% Reduction in Back-Office Headcount:
  By standardizing processes and optimizing workflows across divisions, the client reduced finance processing headcount by nearly one-third, directly reducing operational costs.
   

• Risk Reduction through Process Standardization:
  Standardizing financial processes across all entities reduced compliance risks, improved audit-ability, and ensured consistent controls across global operations.
   

• Increased Confidence in GBS Model:
  Through clear governance, transparency, and issue resolution processes, division leaders gained confidence in GBS, accelerating adoption across regions.
   

• Scalable Global Model:

The centralized GBS approach allowed the client to scale operations seamlessly as the business expanded into new markets, without adding unnecessary back-office overhead.

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Key Takeaway:
With expert guidance, the client successfully navigated the cultural, operational, and financial challenges of a Global Business Services transformation, achieving both significant cost savings and improved risk management.

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Quote:
"The key to success was finding the right balance between standardization and responsiveness to division-level needs. Building governance and transparency into the model was critical to building trust."
— Cliff Struhar, VAI Consulting Network

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