01 / Diagnosis
Signs your finance function needs transformation
Most finance functions do not fail loudly. They get slower, more manual and less trusted until the reporting no longer supports the decisions being made on top of it. The common signals:
- Reporting relies on spreadsheets. Numbers are consolidated by hand each month, so they are late, fragile and hard to audit.
- Forecasts lack ownership. No one is accountable for the assumptions, and the board no longer believes the outlook.
- The close is too slow. Management numbers arrive well into the following month, long after they could have changed a decision.
- KPI definitions are not trusted. The same metric means different things in different packs, so conversations stall on definitions.
- Systems do not support scrutiny. Data cannot be traced, reconciled or explained quickly when an investor or diligence team asks.
02 / Scope
What we transform
Transformation is a set of connected changes across the parts of the function that determine speed, accuracy and trust.
Reporting and management information
A single source of truth and a board-ready pack produced on a reliable cadence.
Forecasting and planning
Driver-led models with clear ownership, linked across profit, balance sheet and cash.
Finance systems and data flows
The pipes that move data from source to report, redesigned so it arrives clean.
Close process and controls
A defined checklist and clear ownership, with controls that prevent rework rather than catch it late.
AI-enabled workflows and automation
Repeatable preparation and quality checks automated on top of a process that already works.
One operating cadence
The pieces above run as a single monthly rhythm the team owns, not a set of disconnected tasks.
03 / Method
Our transformation approach
We move in a deliberate sequence so the business keeps running while the new operating model is built underneath it.
- DiagnoseA structured review of where the function loses time and credibility, and what good would look like for this business and its investors.
- DesignThe target operating model: reporting architecture, KPI definitions, forecasting cadence, close process and the systems to support them.
- BuildWe build the models, reporting and workflows, not just specify them. Senior operators do the work.
- EmbedThe new cadence is run in parallel with your team until it is theirs, not ours.
- Hand overDocumented, owned and running. We are accountable for leaving something the team can operate without us.
04 / Outcome
What good looks like
A transformed finance function is recognisable by how it behaves, not by the tools it uses. Clear metrics with agreed definitions. Accountable owners for every number and forecast. A repeatable monthly cadence that produces board-ready reporting without a scramble. A close that finishes early enough to change a decision. And an audit trail that stands up when an investor asks how a number was built.
We describe outcomes as specific operational measures, not generic claims, because that is what leadership and investors can actually verify.
05 / Evidence
Case evidence
Anonymised. Names are withheld; the shape of the engagement and the outcome are real.
A B2B SaaS business in the optical sector had inherited a 150-tab model that no longer reconciled. We replaced it with a clean three-statement model the incoming CFO could actually use. It was in the CFO's first board pack and has run reporting since. Further transformation examples by sector are available on request.
06 / Fit
Who this is for
Finance transformation is for CFOs, CEOs and private equity operating partners at UK mid-market businesses where finance has fallen behind the pace of the business. It is most valuable when a business is scaling quickly, has recently taken on institutional investment, is onboarding a new CFO, or is preparing for the level of scrutiny that comes with a raise, refinancing or exit.
Three Sixty Finance is led by Arta Ramaj and Ellery Hodson. Senior finance operators are accountable for every judgement, with technology used to remove the manual bottlenecks underneath.
07 / Questions
Frequently asked questions
What is finance transformation?
Finance transformation is the structured redesign of how a finance function operates: its reporting, forecasting, systems, close process and controls. In an investor-backed context the goal is a faster close, reporting leadership and investors can trust, stronger controls, and data that supports decisions rather than just recording history.
How long does a finance transformation take?
It depends on scope and starting point. A focused workstream such as rebuilding reporting or the close can show results within weeks. A full transformation across systems, forecasting and controls is usually delivered in phases over a few months so the business keeps running while the new operating model is built and embedded.
How is this different from hiring more finance staff?
Adding headcount to a broken process usually just adds cost and rework. Transformation fixes the underlying design: the systems, data flows, ownership and controls. Once the operating model works, the existing team can run it, and any hiring is targeted at the roles that actually matter.
Do you replace our finance systems?
Only where it is justified. We start from the outcomes you need, then decide whether existing systems can be configured to deliver them or whether a change is warranted. Many transformations are achieved by redesigning process and data flows around the tools you already have, with automation added on top.
Will this help us prepare for investor scrutiny?
Yes. Investor-grade reporting, consistent KPI definitions, a reliable close and an audit trail are exactly what diligence teams test. Building them ahead of a raise, refinancing or exit means the financial story stands up when it is examined rather than being assembled under pressure.
Who leads the work?
Three Sixty Finance is led by Arta Ramaj and Ellery Hodson. Senior finance operators are accountable for every judgement, supported by technology that removes the manual bottlenecks underneath.
Discuss your finance transformation priorities
Tell us where the function is losing time and credibility. We will come back to you with a clear view of where we can add value.
Talk to the team