Outsourcing · UAE
Your finance and back office, run by a team you do not have to hire.
A managed finance and back-office function with defined service levels, documented processes and named people — scaling with volume rather than with headcount.
5 capabilities in this practice
Discuss outsourcingThe problem
Too much work for one person, not enough for a department
Growing businesses reach a point where the finance workload exceeds what one bookkeeper can carry but does not yet justify a full team. The usual response is to hire ahead of need or to fall behind, and both are expensive in different ways.
Business impact
What it costs to leave alone.
- Key-person dependency
- One individual holds the process in their head, and everything stops when they are unavailable.
- Fixed cost against variable volume
- Headcount added for a peak stays through the trough.
- No segregation of duties
- A single person recording, approving and paying is a control weakness auditors will raise.
Our approach
How we work on it.
- Documented, not tribal
- Every process is written down, so the function does not depend on who happens to be in the room.
- Service levels, not best efforts
- Reporting dates, turnaround times and escalation paths are agreed and measured.
- Designed to be handed back
- If you build an internal team later, the documentation and systems transfer with it.
Capabilities
Everything in Outsourcing.
Each of these is a discrete piece of work. Most engagements combine several.
Finance Outsourcing
Accounting Outsourcing
Payroll
Back Office
Business Process Outsourcing
Process
How an engagement runs.
Four stages. You know which one you are in and what closes it.
Transition planning
Map the current process, agree scope and service levels, and plan the handover in stages.
Parallel run
We run alongside the existing arrangement for a cycle, so nothing is dropped in the switch.
Steady state
The function operates to the agreed calendar with named contacts on both sides.
Review
Service levels and scope reviewed regularly as volume, entities and complexity change.
Deliverables
What you receive.
- Documented process manual
- Agreed service level schedule
- Monthly reporting to a fixed calendar
- Payroll processing and reporting
- Named service contacts and escalation path
Related
Outsourcing, in context
Related industries
- StartupsSet up correctly, report credibly, stay fundable.
- SMEsOne team for accounting, tax and the decisions in between.
- E-commerceMarketplace reconciliation, cross-border VAT and unit economics.
- Professional ServicesUtilisation, WIP and recovery, visible before the quarter closes.
- HospitalityOperator reporting, owner reporting and margin control in one set of books.
Related services
- Accounting & FinanceA finance function that reports on time and holds up to scrutiny.
- TaxUAE Corporate Tax, VAT and transfer pricing, handled end to end.
- Business AdvisoryDecisions on growth, cost and structure, backed by numbers.
- Corporate ServicesEntity set-up and ongoing corporate compliance in the UAE.
Next step
Talk to someone who does outsourcing.
A short conversation establishes whether there is a real question here, who should answer it, and what it will take.
Not ready for a meeting? Ask one specific question instead.
What follows
- A person in the relevant practice reads it, not a routing queue.
- One reply that already contains a view, not a request to book a call.
- A written scope and fee basis, or a straight answer that there is no work to do.
- Sunday – Thursday, 9:00 – 18:00 GST