How a Global Finance Team Built Lasting Capability with Denova

The organisation’s requirements covered several connected areas.

Its finance team needed to maintain monthly finance and commercial reporting while developing dashboards, improving data quality and introducing automation. Alongside this, transformation projects across finance and procurement required specialist input and coordination.

The organisation also needed cover for key roles during maternity leave.

These requirements called for different skills and levels of involvement. Some activities required continuing ownership and familiarity with monthly reporting cycles. Others needed focused delivery effort, specialist expertise or temporary cover.

The challenge was to bring those capabilities together in an arrangement that could evolve with the business.

Denova’s embedded model provided a practical way to access complementary skills within one continuing relationship.

The client could draw on colleagues working across BI, reporting, automation, continuous improvement and project management, with support shaped around its priorities.

The cost and flexibility of the model helped make a broad engagement sustainable. As requirements developed, the organisation could extend Denova’s involvement into additional activities and responsibilities.

This created room for the relationship to grow over time, with colleagues contributing to new work while retaining the knowledge they had gained from earlier delivery.

Denova colleagues became part of the client’s working teams, contributing to its priorities and developing an understanding of its processes, systems and expectations.

The client played an active role in making this successful. It treated Denova team members as colleagues, gave them context and empowered them to take responsibility.

That approach helped colleagues understand how their individual tasks connected to wider business needs. They could build relationships, ask informed questions and bring their experience into subsequent work.

Denova supported the relationship through the ongoing management, training and mentoring of its full-time employees. The client provided business direction and the environment in which those colleagues could contribute effectively.

The engagement’s success depended on both sides maintaining that commitment.

Over approximately two years, the scope grew to include a varied mix of reporting, systems delivery, automation, data improvement and operational cover.

As colleagues spent more time in the business, they accumulated knowledge of its reporting requirements, finance processes and transformation priorities. That knowledge remained relevant as they supported further initiatives and took on additional responsibilities.

The team’s contribution developed across both ongoing work and change delivery. Colleagues could help build a solution, understand how it was used and apply that experience to later requirements.

This continuing involvement allowed the relationship to develop beyond the value of any individual deliverable.

The client’s willingness to empower Denova colleagues was central to the engagement.

By including them in the team, sharing business context and trusting them with meaningful responsibilities, the organisation created the conditions for them to develop knowledge and contribute over the long term.

Denova’s colleagues brought specialist skills, commitment and the ability to apply what they learned across a growing range of activities.

The result is a relationship in which the model’s cost and flexibility are strengthened by the way both teams work together. Over time, that combination has supported a broader engagement and an increasingly informed contribution to the business.