Client
- Business ownership
- Decisions
- Approvals
- Professional responsibility where applicable
- Client relationships
How We Work
A Structured Way to Build and Operate Finance Capacity.
Successful delivery begins before work is transitioned.
VnV Global uses a structured approach to understand the process, define responsibilities, transfer knowledge, establish controls and improve the operating model over time.
The delivery sequence
- 01Discover
- 02Design
- 03Transition
- 04Operate
- 05Improve
Delivery Philosophy
The Process Comes Before the Team Size.
Adding people to an unclear process usually adds complexity.
Before determining team structure, we establish how work should flow, who owns each activity, how work is reviewed and how exceptions are handled.
Scope
What is in scope, what is excluded and where the boundaries sit.
Ownership
Who performs each activity and who is accountable for it.
Controls
How work is checked, reconciled and evidenced.
Visibility
How status, exceptions and open queries remain visible.
The VnV Delivery Lifecycle
From Discovery to Continuous Improvement
- 01
Discover
Understand
- Current workflow
- Systems
- Volumes
- Team responsibilities
- Reporting requirements
- Pain points
- Existing controls
- 02
Design
Define
- Future workflow
- Responsibility matrix
- Team structure
- Review points
- Service expectations
- Escalation paths
- Technology opportunities
- 03
Document
Prepare
- SOPs
- Checklists
- Process maps
- System instructions
- Review requirements
- Exception procedures
- 04
Transition
Execute
- Knowledge transfer
- Training
- Shadow processing
- Parallel processing where required
- Access setup
- Initial review cycles
- 05
Operate
Establish
- Assignment
- Execution
- Review
- Query management
- Escalation
- Reporting
- Service monitoring
- 06
Improve
Review
- Recurring exceptions
- Bottlenecks
- Manual activities
- Automation opportunities
- Documentation gaps
- Capacity requirements
Responsibility Model
Clear Ownership at Every Stage
VnV Global
- Delivery management
- Process execution
- Internal review
- Query coordination
- Reporting
- Improvement identification
Shared
- Planning
- Escalations
- Process changes
- Service reviews
- Technology roadmap
Statutory, regulatory and professional responsibilities remain with the client or the appropriate licensed professional. VnV Global operates within the agreed support scope.
Team Structure
Teams Designed Around the Process
Team structure depends on scope, complexity, volumes and review requirements rather than a fixed staffing template.
- Client Partner / CFO / Finance Lead
- VnV Engagement Lead
- Team Lead / Reviewer
- Senior Professionals
- Accountants / Associates
Horizontal capability
Technology Support across the VnV delivery team
Review and Query Management
Work Should Move Through a Visible Review Process
- 01
Assignment
- 02
Preparation
- 03
Internal Review
- 04
Client Review
- 05
Query Resolution
- 06
Completion
Review responsibility
Status visibility
Open-query tracking
Escalation
Turnaround expectations
Completion criteria
Communication Model
Communication Should Be Designed Into Delivery
Operating Communication
Day-to-day assignments, status and queries.
Review Communication
Review notes, exceptions and completion status.
Management Communication
Volumes, ageing, service issues and recurring themes.
Governance Communication
Periodic discussions on performance, process improvements and future requirements.
Communication cadence, participants and formats are agreed during engagement design rather than applied from a standard template.
Transition Controls
Transition Without Losing Process Knowledge
Process walkthroughs
SOP preparation
Access controls
Training
Sample processing
Parallel run where appropriate
Review checkpoints
Transition issue log
Acceptance criteria
Stabilisation period
Service Monitoring
Measure What Matters to the Process
Measurement categories are selected for the process being operated. Engagement specific service measures are agreed during design rather than applied as a standard percentage target.
Turnaround
Completion status
Open queries
Exception volumes
Review findings
Rework
Backlogs
Process stability
Continuous Improvement
Operate. Observe. Improve.
Once a process is operating consistently, recurring issues become easier to identify.
Improvement opportunities may include:
Workflow simplification
Standardisation
Automation
System integration
Better reporting
Improved controls
Removal of duplicate activity
Updated documentation
Engagement Models
One Delivery Lifecycle. Four Engagement Models.
The same lifecycle applies across engagement models. What changes is the scope transferred, the team structure and the degree of process ownership.
Dedicated Team
A dedicated VnV Global team aligned to the client organisation, built through the same discovery, design and transition sequence.
Managed Process
An entire finance or accounting process transferred with documented workflows, defined review points and agreed service expectations.
Specialist Support
Focused capacity for a defined activity or peak period, scoped and documented before work begins.
Build, Operate & Transition
A team created and operated by VnV Global with the documentation and controls required to transition the function over time.
FAQ
Common Questions About Delivery
Start With the Process You Need to Improve.
Tell us how the work operates today and where the constraints exist. We can help design the delivery model from there.
Contact
Start a Conversation
Tell us what you are looking to build or improve. Our team will get back to you to understand your requirements.