Finance operations
Centralize it. Outsource it. Or push through it.
Every stretched finance team gets offered the same three doors.
Centralize it. Outsource it. Or add people and push through.
Most companies pick before they've diagnosed — usually whichever door a vendor described most recently, or whichever one worked at somebody's last company.
Here's what nobody says out loud: all three fail the same way.
CentralizeCentralize a process nobody owns end to end, and you've built a shared service center that inherited the same handoffs — now with an SLA wrapped around them.
OutsourceOutsource it, and you've moved the ambiguity somewhere with less context and a change-order process attached.
Add peopleAdd headcount, and you've bought capacity to absorb the flaw for another year, at full domestic cost.
The variable that decides all three isn't scale, cost, or geography. It's whether anyone owns the process end to end — accountable for the outcome, not for a step.
That's a question you can answer in a week. It's also the one question that never makes it into the business case, because it doesn't have a vendor attached.
Diagnose the ownership. Then pick the door.
Not sure who owns the process?
A 20-minute conversation is usually enough to find out. No pitch.
Book a discovery call