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Visionary Voices

Facing the Future

Facing the Future by Shoring Up the Core

Andy Jones
Vice President
Head of Global Finance and Accounting

In our latest Visionary Voices conversation, we sat down with Andy to explore what’s driving transformation in finance operations today. The answer? A perfect storm of talent shortages, technology opportunities, and the relentless pressure to do more with less—all while maintaining the accuracy and speed that modern business demands.

Here’s what stood out most:

While Some Firms Have Hunkered Down in the Face of Uncertainty, Now Is the Time to Move

Too many firms just aren’t investing in the foundational elements that will set the stage for what’s coming. Without taking a hard look at their fundamental processes, any improvement is relatively nominal. Take the financial close, for example: Too many organizations spend far too much time and effort in performing transactional, manual work and, as such, many are trapped in a state of almost constant closing—barely finishing one month before the next begins.

As Andy put it, “Some companies are in a state of perpetual close because by the time they get this month wrapped up, it’s already time to start the process for next month. It’s Accounting’s version of a hamster wheel.”

The pandemic exposed just how costly this inefficiency really is, forcing CFOs to realize they needed time for analysis and strategic thinking, not just transaction processing.  By streamlining and automating, organizations can move toward a continuous close in which much of the work is automated – or at least organized and balanced so that it can be done outside of the month-end close window – freeing up time for analysis.  The same could be said for other cycles – Order to Cash, Procure to Pay, etc. – far too much organizational energy is spent on activities that aren’t adding value.

Without taking a hard look at fundamental processes, any improvement will be relatively nominal.

Technology Exists, but the “People Side” of Adoption Is the Real Challenge

The tools are there—cloud-based platforms, automation software, AI-ready systems—but many firms aren’t using them optimally. Take close optimization platforms like BlackLine, for example – we’ve seen a number of companies that are using them as expensive repositories rather than transformation engines. The gap isn’t solely technological; it’s in change management, training, and helping people understand that these tools can actually make their jobs better, not just different.

Staff Augmentation Is the Gateway to Strategic Transformation

What makes RGP’s approach different is that we don’t see staffing and consulting as separate offerings—they’re part of the same journey. We start by meeting clients where they are, often providing skilled accountants to solve immediate problems. But our people bring industry experience and a consultative mindset that naturally evolves into strategic partnerships. As Andy shared about his partnership with a leading insurance provider, “We started as a staff augmentation provider, and we finished as a trusted consulting partner.”

The companies that will win in the next wave of automation are those investing now in data, process standardization, and the unglamorous work of getting their information architecture right.

AI Readiness = Data Readiness

Before any organization can leverage artificial intelligence meaningfully, they need clean, standardized, accessible data. The companies that will win in the next wave of automation are those investing now in data, process standardization, and the unglamorous work of getting their information architecture right.

As we look ahead, three priorities are top of mind:

1

Process Optimization Before Technology: Companies need to fix their foundational processes before layering on new technology. The goal isn't just efficiency—it's creating sustainable, scalable operations that can handle growth without proportional increases in headcount.

2

Incremental Transformation: Rather than betting everything on massive three-year projects, smart organizations are taking an iterative approach—proving value in 60–90-day increments and building confidence along the way.

3

AI and Data Readiness: The next 12-18 months will be critical for organizations to establish the data foundations that will enable meaningful AI adoption. This isn't just a technology play—it's about creating competitive advantage through better, faster decision-making.

The Bottom Line

Finance can position itself to lead an organization into the next era of the digital age – but do to so, they need to invest now. With the rate of change that’s coming, falling behind may not just mean that you’ll struggle to catch up; it may mean you won’t finish the race at all. The organizations that invest now in both people and processes will find themselves with a significant advantage when the next wave of innovation arrives.

If you’re ready to move beyond the perpetual close and build finance operations that truly support business growth—we’d love to talk. 

Visionary Voices is a segment of RGP’s LinkedIn newsletter, Mindshift. Each month we highlight a unique futurist who challenges us to think differently and to drive innovation. Mindshift also contains valuable research and curated content.

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