Finance transformation for a FTSE property leader
Redesigning finance to enable growth and efficiency
A FTSE-listed UK property investment firm, managing over £10bn in assets, sought a full review and restructuring of its finance function. The goal was simple: turn finance from a reporting centre into a strategic partner that supports investment decisions, portfolio performance and scalable operations. Renaissance Advisory was engaged as CFO advisor to design the target operating model and guide the shift from design to delivery.
We built a business led roadmap that balanced quick wins with structural change. The work clarified roles, simplified processes and set priorities for technology enablement, including SAP enterprise resource planning (ERP) finance modules and data foundations. With a clear cadence and board ready case, finance moved towards faster close, better forecasting and decision ready insight, while staying aligned to the firm’s corporate strategy.
Problem statement
Finance needed to align to a new target operating model and provide stronger business partnering across investment, asset management and operations. Reporting was slow, roles overlapped and data sat in silos. The firm required clearer accountabilities, streamlined processes, and a technology enabled roadmap to improve efficiency, insight and governance, all while supporting long term value creation in a FTSE-listed real estate environment.
Approach
Acting as CFO advisor, we led an end-to-end transformation. We completed as is and activity analysis, defined options for the operating model and prioritised systems and data improvements. We shaped the top-down business case, then supported transition to delivery. Work covered SAP ERP finance scope (chart of accounts, core finance, billing, data platform and reporting), to be organisation design, benefits crystallisation, and a practical change plan.
Results
Finance adopted a clearer partnering role with the business, supported by a technology enabled roadmap and an end-to-end process framework. Reporting structures improved, close and planning cycles tightened and measurable efficiency gains of around 20% were identified and realised. The function now operates with sharper accountability, better data and a repeatable cadence that supports growth and portfolio performance.
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