Is your company considering, or are you already involved in, a merger or acquisition? Read this whitepaper now to learn how to standardize Accounting processes and systems during your M&A event! Who should read this–CEOs, CFOs and Finance & Accounting executives and managers considering or engaged in an M&A event Top 3 things you’ll learn: 1. Why mergers don’t always achieve the expected synergies 2. How to find the integration model that works best for your organization 3. The benefits of F&A standardization

1.
Finance
and
Accounting
Services
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
Table
of
Contents
Introduction
2
M&A:
The
Good,
The
Bad
and
The
Ugly
3
How
To
Create
a
Plan
for
Your
M&A
Events
4
The
Key
to
Standardization
Success
5
7
Critical
Questions
6
The
Big
Question:
In
or
Out
6
Benefits
of
Standardization
8
A
Working
Example:
Accounts
Payable
9
How
An
Outsourcing
Partner
Can
Help
11
How
Sutherland
Can
Help
You
11
About
Sutherland
Global
Services
12
Sutherland
FAO-­‐
A
Practical
Overview
12
Contact
Information
13
Authors:
Steven
Braud,
Vice
President,
Finance
&
Accounting
Stan
Mejia,
Assistant
Vice
President,
Finance
&
Accounting
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
1

2. Introduction
Many
companies
view
mergers
and
acquisitions
as
a
way
to
increase
synergies
through
increased
market
share,
broadened
customer
base
and
united
corporate
strength.
While
M&A
does
have
the
advantage
of
being
the
fast
route
to
growth,
too
often
these
organizations
do
not
achieve
the
predicted
results.
Numerous
empirical
studies
show
that
a
very
high
percentage
of
mergers
and
acquisitions
fail
to
produce
any
benefits.
Many
times,
the
companies
are
weaker
together
than
they
were
separately.
It’s
no
secret
that
mergers
and
acquisitions
bring
their
own
set
of
challenges.
M&A
events
generally
result
in
multiple
process,
disparate
technologies
and
lots
of
questions
from
people
on
all
sides.
Frequently
after
a
merger
or
acquisition,
companies
are
not
fully
prepared
for
sheer
scale
that
the
integration
and
centralization
of
two
distinct
enterprises
entails.
During
integration,
standardization
is
critical
to
M&A
success;
it
enables
the
newly
merged
company
to
control
costs
and
improves
efficiencies
across
all
departments.
From
IT
to
HR,
and
from
Accounting
to
Sales
&
Marketing,
a
strategic
plan
and
strong
sponsor
is
required
to
ensure
a
smooth
transition
and
capitalize
on
the
combined
synergies.
Savvy
companies
will
centralize
and
standardize
their
F&A
functions
across
their
company,
so
they
can
reap
the
economies
of
scale
that
were
intended
in
their
acquisitions,
and
so
they
can
have
better
cash
efficiency.
This
paper
is
intended
as
an
introductory
guide
to
preparing
for
an
M&A
event
and
building
a
plan,
with
a
spotlight
on
F&A
functions
and
activities.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
2

3. M&A:
The
Good,
The
Bad
And
The
Ugly
Mid-­‐market
and
larger
organizations
look
to
M&A
activities
to
increase
market
share,
diversify,
lower
operational
costs,
acquire
knowledge
and
patents,
improve
profitability
and
EPS,
or,
quite
simply,
to
survive
in
an
increasingly
competitive
market.
It’s
easier
to
raise
money
as
a
larger
corporate
entity,
and
the
merge
can
bring
in
fresh
talent,
specialized
skills
and
new
areas
of
expertise.
While
it
may
sound
like
a
corporate
match
made
in
heaven,
study
after
study
puts
M&A
failure
rates
anywhere
between
70%
and
90%.
In
fact,
according
to
a
KPMG
study
"83%
of
all
mergers
and
acquisitions
(M&As)
failed
to
produce
any
benefit
for
the
shareholders
and
over
half
actually
destroyed
value."
There
are
any
number
of
explanations,
however,
commonly
cited
challenges
and
obstacles
in
achieving
post-­‐M&A
expectations
are:
1
Poor
Strategic
Fit
–
Behavioral
economist
Richard
Thaler
coined
the
phrase
The
Winner’s
Curse ,
which
refers
to
the
fact
that
the
average
acquirer
materially
overestimates
the
synergies
a
merger
will
yield.
Too
often
both
parties
indulge
in
an
overly
optimistic
viewpoint,
seeing
greater
opportunities
than
those
supported
by
hard,
cold
data.
Acquirers
must
take
a
good
look
at
how
the
target
company
fits
into
their
overall
strategy,
casting
a
gimlet
eye
over
the
proposed
benefits
and
synergies.
Lack
of
Thorough
Due
Diligence
–
Assessing
financial
statements,
exploring
the
tax
implications
of
a
deal,
and
evaluating
risk
are,
no
doubt,
key
elements
of
due
diligence.
There
are
a
wide
variety
of
reasons
that
seller
may
provide
inaccurate
numbers
about
the
financial
health
of
their
business.
However,
when
operational
due
diligence
factors
like
strategy,
competencies,
organizational
structure,
company
culture,
and
leadership
are
ignored,
it
can
result
in
disastrous
consequences.
Weak
Leadership
–
Organizational
transformation
requires
strong
leadership.
Leading
the
integration
of
two
cultures
requires
engendering
trust
and
collaboration
between
the
two
separate
entities,
as
well
as
the
ability
to
create
the
common
values
and
visions
that
all
employees
embrace
and
aspire
to
achieve.
Culture
Clash
–
Different
management
styles,
corporate
culture,
conflicting
loyalties
and
linguistics
can
be
overlooked
as
a
“soft”
issue
or
abstract.
Yet,
cultural
differences
and
human
capital
integration
are
often
mentioned
as
two
of
the
most
significant
M&A
challenges.
And,
all
too
few
organizations
bother
to
understand
the
cultural
values
of
the
seller
before
introducing
change.
Poor
Communication
–
Ambiguity
of
message
and
lack
of
answers
fan
the
flames
of
customer,
stakeholder
and
employee
uncertainty
and
nervousness.
Positive,
clear
communication
is
key
to
quelling
public
and
internal
issues
like
layoff
rumors
and
misinformation.
Poor
communication
has
a
direct
link
to
lost
productivity,
employee
morale
and
turnover.
Insufficient
M&A
Resource
Allocation
–
M&A
transactions,
from
the
initial
offer
to
the
close
of
the
deal
and
beyond
through
integration,
require
expertise
at
every
stage
of
the
process.
Companies
considering
M&A
must
examine
the
resources
required
for
due
diligence,
deal
negotiations,
post-­‐merger
human
capital,
process
optimization
and
integration
planning.
1 Richard H. Thaler, The Winner's Curse: Paradoxes and Anomalies in Economic Life, Princeton, New Jersey: Princeton
University Press, 1992.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
3

4. How
To
Create
A
Plan
For
Your
M&A
Events
Strategic
realignment,
the
inevitable
layoffs
and
shutdowns,
the
creation
of
a
single
accounting
system,
integration
of
your
top
talent
and
human
capital,
audits
and
more
audits…
mergers
are
hugely
complex
and
each
step
poses
a
high
risk
of
error.
The
creation
of
a
transition
plan
is
required.
This
plan
needs
to
consider
all
company
divisions
and
end-­‐to-­‐end
business
processes,
include
best-­‐practices
for
integration,
and
set
out
a
fully
accountable
roadmap
that
reduces
any
missteps
and
vastly
improves
the
success
rate.
Definition:
Process
Standardization
3
Critical
Moments
in
the
M&A
Transition
Standardizing
global
processes
is
an
important
step
in
achieving
world-­‐class
To
facilitate
the
successful
centralization
performance.
It
helps
implement
of
the
two,
or
more,
companies
after
the
change
and
improvements,
and
allows
M&A
transaction,
the
work
begins
well
organizations
to
be
m ore
flexible,
before
the
deal
is
closed
with
a
plan
that
transparent
and
realize
organizational
encompasses
all
project
management
and
process
functions.
The
success
of
the
plan
excellence.
Process
standardization
is,
essentially,
a
better
set
of
controls
hinges
on
three
critical
moments:
that
increases
the
efficiency
of
F&A
operations.
1.)
Baseline
Review
As
always,
the
old
management
adage
of
“You
can’t
manage
what
you
don’t
measure”
is
equally
applicable
to
M&A
integration.
Discovery
sessions
and
cross-­‐enterprise
process
mapping
provides
a
transparent
method
of
documentation.
It
allows
both
key
stakeholders
across
the
organization
as
well
as
teams
to
see
their
part
in
whole.
Inefficiencies
become
much
clearer
and
the
interrelationship
among
process
is
more
easily
understood.
More
than
a
simple
document
of
process
flows,
this
baseline
review
is
an
essential
tool
for
leveraging
the
synergy
of
the
combined
operations.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
4

5. 2.)
The
Plan
–
Building
&
Executing
Key
stakeholders
must
review
the
end-­‐to-­‐end
process
map
and
prepare
a
plan
for
the
integration
of
all
core
functions.
It
will
cover
hiring,
training,
quality
assurance,
IT
infrastructure
and
the
required
facilities,
and
risk
planning.
Regions
and
countries
are
not
homogenous.
There
will
be
differences
in
technology,
process,
compliance,
language
and
local
policies.
You
have
to
allow
for
some
customization
at
the
local
level.
However,
all
common
points
across
the
organization
must
be
consistent.
Change
must
be
prioritized
across
the
silos.
Then,
steadily
and
consistently,
merger
integration
solutions
must
be
rolled
out
according
to
the
priority
list.
3.)
Integration
Post-­‐integration,
cross
training
and
job
shadowing
ensure
a
smooth
transition
before
the
integration
process
“goes
live”.
This
will
facilitate
the
teams
to
drive
change
without
disruption
to
business
and
operations.
To
fully
realize
the
M&A
change
management
program
across
the
various
departments,
each
part
of
the
transformation
process
must
be
reviewed,
tracked
and
sustained.
The
ongoing
governance
of
the
newly
integrated
–and
standardized–
processes
is
critical
to
achieving
efficiencies
and
to
ensuring
that
redundancies
are
removed.
Governance
is
simplified
by
employee
buy-­‐in
and
engagement
across
the
enterprise.
The
Key
To
Standardization
Success:
Your
Sponsor
Companies
trying
to
standardize
on
their
own
often
use
a
project
manager.
While
a
project
manager
may
be
essential
to
coordinating
M&A
standardization
efforts,
a
strong
sponsor
is
required
to
galvanize
the
various
teams
throughout
the
organization
–
from
senior
management
to
the
working
teams.
Post-­‐merger
or
acquisition,
the
CFO
is
busier
than
ever,
without
the
bandwidth
to
lead
the
charge.
To
drive
the
standardization
of
operational
F&A
functions,
ideally
the
sponsor
is
positioned
at
the
Controller
level,
with
in-­‐depth
finance
knowledge
and
a
keen
understanding
of
the
desired
ultimate
outcomes.
It
is
critical
for
the
change
management
sponsor
and
key
stakeholders
to
agree
on
the
transformation
objectives
and
outcomes.
A
sponsor
will
drive
the
overall
project
from
acquisition
to
integration
and
will:
• Lead
the
change
management
and
drive
values
• Manage
the
ongoing
nature
of
the
integration
process
• Attack
bumps
in
the
road
right
away
• Report
progress
to
the
Senior
Leadership
Team
• Work
through
problems
to
reach
resolutions
that
are
best
for
the
organization
• Communicate,
communicate,
communicate
Strong
and
focused
leadership
is
the
hallmark
of
successful
transformations.
It
is
essential
for
the
integration
to
be
led
by
someone
who
has
authority
to
drive
the
program
across
all
companies
and
all
levels
of
the
company;
and
someone
who
understands
the
politics
of
the
M&A
and
can
deal
with
them
deftly.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
5

6.
The
7
Critical
Questions
Successful
integrations
are
those
that
have
a
clear
and
aligned
vision
with
strong
stakeholder
buy-­‐in,
supported
by
a
well-­‐coordinated
process
transformation
plan.
When
preparing
the
roadmap
for
the
integration
and
standardization
of
the
F&A
department,
there
are
a
few
questions
that
should
never
go
unanswered.
1. What
are
your
expectations?
2. Is
there
a
communications
plan
in
place
to
ensure
clear,
effective
communication
and
collaboration
throughout
the
Finance
and
Accounting
department?
3. What
processes
in
each
organization
are
best
in
class?
4. Have
you
identified
high-­‐value
and
non-­‐value
activities
in
each
organization?
5. Do
you
have
a
plan
to
implement
and
manage
change
that
defines
key
success
factors
throughout
the
integration
lifecycle
and
is
strategic,
accountable,
disciplined
and
agile?
6. Do
you
have
the
right
F&A
talent
to
support
the
process
change?
7. Are
you
sufficiently
managing
risk
and
have
stakeholders
agreed
on
what
should
be
done
to
mitigate
risk?
The
Big
Question:
In
Or
Out?
When
companies
merge,
the
inevitable
question
is,
“Who
is
going
to
do
what
and
how
are
we
going
to
do
it?”
This
cuts
to
the
very
heart
of
any
M&A
transaction.
Management
must
decide
whether
the
organization
merge
functions
or
operate
the
businesses
autonomously.
Will
there
be
a
shared
services
approach
to
F&A
between
the
company
and
the
subsidiary?
Or
will
the
company
outsource
its
F&A
functions?
Operate
Businesses
Autonomously
Benefits:
• Status-­‐quo
retained
• Change
kept
to
a
minimum
• Time
to
evaluate
options
Risks:
• Status-­‐quo
retained
• Process
and
cost
efficiency
not
realized
• System
constraints
from
disparate
systems
While
many
enterprises
find
it
advantageous
to
combine
resources,
there
may
be
a
business
case
for
continuing
to
operate
as
separate
entities.
Companies
may
choose
to
remain
autonomous
to
protect
their
proprietary
materials.
Budgetary
constraints
or
the
perceived
cost
of
centralization
may
influence
how
the
post-­‐merge
entities
run
their
day-­‐to-­‐day
operations.
Most
M&A
events
result
in
a
pooling
of
resources,
however,
employee/management
resistance
to
P&P
change
may
cause
difficulties.
As
well,
business
cultures
that
do
not
blend
well
together
can
also
lead
to
a
lack
of
integration.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
6

7. Create
a
Shared
Services
Center
Benefits:
• Process
optimization
• Economies
of
scale
• Controlled
internally
Risks:
• Realizing
transition
and
transformation
costs
• Key
staff
lost,
not
retained
• Internal
change
management
Cost
reduction
through
the
elimination
of
redundant
tasks
is
a
common
goal
for
mergers.
The
shared
services
approach
is
a
collaborative
strategy
between
the
buyer
and
the
merged/acquired
company,
where
F&A
functions
and
processes
are
centralized,
reducing
repetition,
usually
in
a
lower-­‐cost
labor
market.
Newly
merged
companies
often
feel
that
this
approach
allows
them
to
retain
full
control
over
their
finance
department.
However,
companies
that
take
an
in-­‐house
approach
to
centralization
and
standardization
often
do
not
achieve
maximum
benefits
of
the
M&A
transaction.
The
main
culprits
are:
lack
of
expertise
in
organizational
transformation,
lack
of
a
process
plan
and
strategy,
and
lack
of
human
resources
to
effectively
oversee
effective
change.
Partner
With
an
Outsourcing
Provider
Benefits:
• All
of
the
benefits
of
a
Shared
Services
model
PLUS
• Labor
arbitrage
• Process
standardization
&
best
practices
• New
technology
&
toolsets
Risks:
• Transition
timeframe
• Knowledge
transfer
• Challenges
of
change
management
Outsourcing
is
frequently
a
byproduct
of
standardization.
Often
a
subset
of
F&A
functions
outsourced,
particularly
tasks
and
processes
that
are
perceived
as
non-­‐essential
to
organizational
differentiation,
like
payroll.
The
company
can
then
build
economies
of
scale
and
leverage
operational
efficiencies
around
basic,
low-­‐value
functions.
More
and
more,
enterprises
are
starting
to
outsource
the
strategic
functions
of
F&A
as
well,
as
this
assists
CFOs
in
using
information
rather
than
generating
it.
Global
BPO
providers
offer
a
variety
of
outsourced
models,
with
companies
opting
for
functions
to
be
tasked
onshore
(for
example,
Sutherland’s
Management
Controllership
Center
in
Tulsa,
OK),
a
blended
model
(management
in
Tulsa
and
transactional
work
offshore)
and
pure
offshore
(everyone
is
offshore).
With
leading
BPO
partners,
clients
instantly
have
access
to
world-­‐class
facilities,
highly
skilled
talent,
best
practices
processes
and
controls.
A
BPO
partner
also
has
the
experience
to
drive
process
engineering
from
“quick
wins”
to
“game
changers”.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
7

8. Benefits
Of
Standardization
Process
standardization
in
Finance
and
Accounting
as
well
as
throughout
the
organization,
allows
a
company
to
become
more
transparent
and
agile.
The
establishment
of
consistent,
repeatable
F&A
processes
is
the
start
of
the
journey
toward
‘operational
excellence’.
When
processes
are
codified
and
engineered
purposefully,
the
effect
on
business
can
be
profound.
Maximum
Efficiency
Standardization
drives
efficiencies,
as
an
enterprise
can
codify
rigorous
and
consistent
processes
across
the
organization
and
subsidiaries.
The
result
is
vastly
diminished
function
repetition
and
staff
redundancies,
lowering
operational
costs.
These
streamlined
processes
enable
F&A
managers
and
staff
can
focus
on
strategic
business
objectives
and
less
on
day-­‐to-­‐day
tactics.
Agility
Through
Visibility
Access
to
shared
tools,
knowledge
and
real-­‐time
reports
is
the
foundation
for
increased
communication
and
collaboration.
F&A
staff
members
can
more
quickly
identify
potential
issues,
and
cross-­‐organizational
visibility
provides
key
stakeholders
with
better
business
intelligence.
This
decision-­‐making
information
allows
the
company
to
react
more
quickly
to
market
trends
and
opportunities,
positively
impacting
profits.
Reduced
Risk
The
built-­‐in
accountability
of
a
standardized
end-­‐to-­‐end
process
imposes
greater
controls,
checks
and
balances,
and
thereby
reduces
risk.
Additionally,
high
quality
reporting
and
consistent
documentation
assists
with
a
clear
audit
trail
and
facilitate
with
regulatory
compliance.
The
numerous
benefits
of
standardization
include:
• Economies
of
scale
and
cost
reductions
• More
accurate
high-­‐quality
financial
reporting
• Cross-­‐organizational
visibility
• Simplified
and
more
insightful
decision-­‐making
information
• Optimized
staffing
resources
• Increased
accountability
• Highly
effective
knowledge
sharing
• Better
controls
between
subsidiaries
and
business
functions
• Reduced
risk
and
increased
governance
• Better
compliance
• Improved
flexibility
and
quicker
reaction
to
the
global
market
• More
strategic
collaboration
across
management/silos
• A
stronger
competitive
position
When
team
members
are
working
with
the
same
tools
and
information
across
the
organization,
the
end
result
is
maximum
efficiency
and
profitability.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
8

9. A
Working
Example:
Accounts
Payable
Is
Your
Finance
Department
Drowning
in
Paper?
Without
standardization,
inefficiencies
and
redundancies
appear
in
a
variety
of
ways,
and
each
indicator
has
an
impact
on
how
your
company
performs,
in
terms
of
both
external
issues,
like
customer
service,
and
internal
bottom-­‐line
influencing
factors.
Here
are
some
common
indicators
that
an
A/P
department’s
processes
should
be
standardized
and
optimized.
Indicator
Impact
People
• Bloated
staff
structures
• High
G&A
labor
costs
• High
turnover
• Lack
of
staff
continuity
• Stagnant
turnover
inflating
salaries
• Inconsistent
customer
service
• Decentralized
model
Process
• Lack
of
clear
policies
&
procedures
• Customer
service
issues
• Manual,
paper-­‐based
processes
• Impact
on
working
capital
• Long
cycle
times
• Poor
supplier
relationships
• High
volume
of
exceptions
• Unable
to
identify
root
cause
of
issues
• Minimal
service
levels
• Minimal
reporting
• Paying
vendors
too
frequently
• Poor
visibility
• Limited
controls
&
compliance
Technology
• Disparate
systems
• Manual,
paper-­‐based
processes
• Lack
of
system
integration
• Unable
to
optimize
available
functionality
• Minimal
e-­‐tools
• High
support
and
maintenance
costs
• Limited
or
no
automated
workflow
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
9

10. For
companies
considering
or
going
through
a
merger
or
acquisition,
there
are
three
key
ways
to
maximize
the
outputs
of
your
about-­‐to-­‐be
or
newly
merged
F&A
departments:
• Leverage
your
people
• Harmonize
your
processes
• Implement
the
technology
Leverage
Your
People
Maximize
the
collective
intellectual
capital
of
your
accounting
department
by
giving
your
managers
more
time
to
think
strategically
and
deliver
true
value
in
the
form
of
business
insights,
new
ideas
and
innovations.
Identify
processes
that
can
be
outsourced
or
performed
through
a
shared
services
approach.
Go
through
the
entire
F&A
cycle,
starting
with
A/P
and
cash
apps.
These
are
the
most
transactional
of
the
F&A
functions.
Starting
with
these
transactional
processes
often
results
in
immediate
cost
savings
and
helps
leverage
your
people
so
they
can
get
away
from
the
busy
work
and
concentrate
on
the
work
that
matters.
Harmonize
the
Processes
One
of
the
things
Sutherland
sees
time
and
time
again
with
companies
who
have
approached
us
for
post-­‐merger
consulting,
is
that
the
company
didn’t
have
the
plan
and
process
in
place
to
standardize
the
F&A
functions,
or
they’ve
applied
a
“lift
and
shift”
approach,
simply
implementing
the
buyer’s
process,
without
regard
to
best
practices
or
improvements.
Merged
companies
quickly
arrive
at
the
stark
realization
that,
despite
the
merger,
there
are
a
multitude
of
diverse
processes
and
standards.
Standardizing
the
F&A
processes
ensures
reliable,
high-­‐quality
reporting,
and
it
can
often
prove
to
be
a
key
factor
in
the
economic
development
of
the
organization
as
a
whole.
The
processes
from
the
merged
companies
should
be
combined
into
a
single
standard
to
take
full
advantage
of
the
economies
of
scale.
While
regional
differences
are
factored
in
during
harmonization,
all
common
points
across
the
organization
must
be
consistent.
Implement
the
Technology
The
CFO
and
CIO
work
together
to
evaluate
their
technology
options
in
the
ERP
integration.
There
are
countless
considerations
to
factor
into
the
final
decision:
budget,
time,
organizational
and
IT
infrastructure,
and
M&A
objectives
are
just
the
tip
of
the
iceberg.
To
maximize
efficiencies,
a
commonality
among
the
IT
systems
is
required
for
companies
that
want
to
avoid
uncommon
data,
under-­‐employed
major
software
applications,
numerous
redundant
data
centers
and
computing
platforms,
etc.
The
IT
choice
they
make
will
influence
their
ability
to
control
and
manage
the
operations
on
a
global
or
national
level.
Management
objectives
need
to
be
translated
into
system
objectives.
The
ERP
and
IT
support
strategy
are
not
just
about
technical
considerations
and
requirements.
It
goes
much
deeper
than
that.
The
technology
and
tools
used
are
about
aligning
business
structure
and
strategy,
F&A
processes,
common
reporting,
communication,
and
responsibilities.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
10

11. How
An
Outsourcing
Partner
Can
Help
A
qualified
outsourcing
provider
can
help
an
organization
with
best-­‐in-­‐class
solutions
to
maximize
M&A
events.
A
world-­‐class
outsourcing
provider
goes
beyond
cost
reduction:
they
function
as
a
partner
to
collaborate
on
solving
business
problems
using
outcome-­‐based
thinking
to
focus
on
transformational
activities
that
generate
value.
Develop
and
implement
policies
and
procedures
–
An
outsourcing
partner
has
the
expertise
to
create
a
strong
transformation
process
plan
with
transparent
accountability,
strong
controls
and
clear
strategic
outcomes.
Access
to
tools
and
technology
–
Partnering
with
an
outsourcing
vendor
delivers
instant
quality
improvements,
with
access
to
high-­‐quality
tools
and
technology
needed
to
automate
manual
processes
and
standardize
systems.
Optimize
non-­‐value
activities
–
Outsourcing
partners
provide
a
proven
way
to
reduce
daily
operational
costs
by
removing
and
optimizing
non-­‐value,
transactional
activities.
Focus
management
on
strategy
and
growth
–
Removing
non-­‐value
activities
from
the
daily
operations
allows
newly
merged
companies
to
focus
on
the
core
work
that
matters
to
create
value
and
drive
performance.
Provide
the
right
F&A
talent
–
Instead
of
struggling
to
obtain,
train
and
retain
specialized
F&A
talent
–from
senior
executives
to
A/P
clerks–
companies
can
instantly
tap
into
an
extensive
pool
of
highly
skilled
accounting
professionals.
How
Sutherland
Can
Help
You
In
addition
to
reducing
the
cost
of
the
Finance
function,
outsourcing
provides
CFOs
with
the
opportunity
to
focus
their
retained
organization
on
the
core
competencies
and
strategic
vision
that
are
important
to
the
organization’s
competitive
position
and
bottom
line.
Sutherland
can
help
you
move
from:
To:
• Finance
as
a
function
• Finance
as
a
business
partner
• Transaction
processing
requiring
• Focus
on
performance
effort
and
attention
management
for
core
processes
• Focus
on
ad-­‐hoc
operational
• Finance
operations
very
low
cost
solutions
and
effective
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
11

12.
About
Sutherland
Global
Services
Sutherland
Global
Services
is
a
multi-­‐national
technology-­‐enabled
business
process
outsourcing
(BPO)
services
company
providing
a
unique
combination
of
vast
BPO
resources
as
well
as
extensive
expertise
and
industry
knowledge
in
Finance
and
Accounting.
We
help
you
build
a
high-­‐
performance
finance
organization
by
combining
accounting
best
practices
with
proven
BPO
processes.
Our
global
service
delivery
infrastructure
and
full
range
of
outsourcing
solutions
–
from
specific
transactional
processes
to
controller
and
compliance
functions
–help
you
reduce
costs
while
gaining
better
visibility
and
control
of
financial
processes
and
data.
All
of
our
finance
and
accounting
engagements
are
led
by
our
Controllership
&
Management
Center,
based
in
Tulsa,
Oklahoma.
Our
strategy
quickly
improves
your
F&A
operations
by
adapting
a
set
of
standardized
processes
and
using
technology
and
automation
to
improve
efficiency.
We
begin
by
analyzing
your
existing
accounting
workflows,
then
we
design
an
outsourcing
solution
based
on
your
business
objectives
and
available
resources.
Ongoing
processes
are
transferred
to
our
organization.
Once
this
transition
is
complete,
we
follow
through
to
ensure
flawless
service
delivery.
The
Result:
You
gain
access
to
higher
quality,
more
complete
financial
information
to
support
effective
tactical
and
strategic
decision-­‐making
across
your
business.
Our
outsourcing
solution
not
only
reduces
the
cost
of
the
finance
function;
it
provides
CFOs
the
opportunity
to
focus
the
organization
on
what
is
strategically
important
to
the
business.
Sutherland
FAO
–
A
Practical
Overview
Structure
• Globally
distributed
delivery
capacity
and
domain
capability
• The
Deloitte-­‐established
Tulsa
FAO
Centre
of
Excellence
has
been
servicing
clients
since
1995
• Strategic
global
locations
designed
to
satisfy
SSAE
16
standards
and
Sarbanes-­‐Oxley
requirements
Capability
• Full
suite
of
FAO
services
–
transaction
processing
to
financial
and
management
reporting
• Integrated
Analytics
to
support
Collections,
Financial
Planning
and
Analysis
functions
• Onshore,
offshore
and
hybrid
solutions
tailored
to
meet
client-­‐specific
needs
Expertise
• Dedicated
team
experienced
in
business
transformation,
process
optimization
and
transition
services
• Expertise
in
utilizing
existing
client
applications
and/or
SGS-­‐hosted
ERP
systems
• Robust
set
of
add-­‐on
technologies
supported
by
in-­‐house
application
management
team
Flexibility
• Custom-­‐crafted
Pricing
and
Commercial
Structure
aligned
to
client
needs
and
objectives
• Output/Outcome
Based
Pricing
and
No
Termination
penalties
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
12

13. Contact:
To
have
a
deeper
discussion
about
the
M&A
process,
please
contact:
David
Kaminski,
Senior
Vice
President,
Client
Engagement,
F&A
Services
PHONE:
+1
(904)
699-­‐1985
EMAIL:
david.kaminski@sutherlandglobal.com
WEB:
www.sutherlandglobal.com
David
is
the
Senior
Vice
President
of
Client
Engagement
for
Sutherland’s
Finance
&
Accounting
Outsourcing
Practice.
With
over
30
years
of
experience,
David
has
worked
as
a
Partner
with
Capgemini,
and
has
served
as
General
Manager
of
Worldwide
Financial
Services
for
Microsoft
Corporation.
During
David’s
9
year
tenure
at
Microsoft,
his
responsibilities
were
split
between
running
two
global
businesses
as
Chief
Credit
Officer
of
Microsoft
Corporation
and
President
of
Microsoft
Capital
Corporation.
David
and
his
team
of
400
professionals
managed
a
global
asset
of
$8
billion
in
more
than
180
countries.
Steven
Braud,
Vice
President
F&A
Services
PHONE:
1+(585)
520-­‐4079
EMAIL:
steven.braud@sutherlandglobal.com
WEB:
www.sutherlandglobal.com
Steven
is
a
Solution
Architect
with
Sutherland’s
Finance
&
Accounting
Outsourcing
Practice.
With
over
30
years
of
experience,
Steven
has
worked
for
Fortune
50
companies
in
Strategy
Formulation,
Business
Performance
Management,
Accounting,
Transformation,
General
Accounting
and
Close
&
Consolidation.
He
is
an
industry
expert
in
Order
to
Cash
for
outsourcing
and
has
consulted
with
several
Fortune
50
Companies
for
Cost
Reduction,
Performance
Management,
Shared
Services,
Finance
Transformation
and
ERP
Implementations.
Stan
Mejia,
Assistant
Vice
President,
F&A
Services
PHONE:
1+(918)
461-­‐4766
EMAIL:
stan.mejia@sutherlandglobal.com
WEB:
www.sutherlandglobal.com
Stan
is
a
Transition
Expert
with
Sutherland’s
Finance
&
Accounting
Outsourcing
Practice.
With
over
30
years
of
experience,
Stan
has
worked
for
some
of
the
leading
Accounting,
Consulting
and
Outsourcing
companies
in
the
world,
and
was
an
Accounting
Center
Controller
for
one
of
the
nation’s
largest
retailers.
He
has
a
strong
background
in
Consolidation,
Transition
and
Transformation
within
an
accounting
organization,
and
his
experience
includes
serving
as
the
Lead
Client
Service
Representative
for
several
accounting
outsourcing
programs,
including
those
that
require
both
domestic
and
offshore
services.
Avoiding
the
M&A
‘Uh-­‐Oh’
Moment
©
2012
Sutherland
Global
Services.
Page
13