Services · Advisory
At some point the back office starts holding the business back. Invoices pile up between customer jobs. Reports arrive too late to act on. Hiring a full finance team feels premature but doing it yourself has stopped working. That is the moment this practice exists for: we take over the operations, or redesign them, so the business in front can move.
1
We sit with you and document how the work actually flows today: who touches what, where it waits, what breaks. Usually two sessions.
2
We propose which processes move to us, which stay with you, and the service levels for each. You keep every approval right.
3
For one cycle we run alongside your current way of working. Differences get reconciled and procedures adjusted before anything switches.
4
We take over fully, report against the agreed service levels monthly, and review scope with you each quarter as volumes change.
Founders spending evenings on invoices instead of customers. Firms between finance hires, where the last executive left and the next one is months away. Growing groups whose processes were designed for half their current volume. And businesses that know their tooling is wrong, too many spreadsheets, systems that do not talk to each other, but have nobody with time to fix it.
The common thread is not size. It is that the operational load has started to shape business decisions, and it should not.
You keep control; we do the processing. Work happens inside your own cloud systems, so you see the same screens we do in real time. Approvals stay with you: no payment leaves your bank and no commitment is made without your sign-off. Procedures are documented so the knowledge belongs to the engagement, not to one person’s memory. And service levels are written down and reported against monthly, which means you can hold us to the standard rather than hoping for it.
Engagements flex. Volumes rise and fall, scope moves with them, and fees adjust transparently alongside.
Usually when hiring a full finance team is premature but the founder is still doing the invoices at midnight. Outsourcing gives you the function without the headcount, and without the single point of failure a lone hire creates.
No. You keep approval rights and full visibility in the cloud systems. We do the processing work inside agreed service levels, and everything we do is documented.
By scope and volume, quoted after the mapping sessions and fixed monthly thereafter. The parallel-run month is charged at the same rate so there is no incentive for us to rush the handover.
Where your project qualifies for schemes such as the Productivity Solutions Grant, we point it out and prepare the paperwork as part of the engagement. Eligibility depends on your entity and the specific solution.
Then the documentation becomes your operations manual and we hand over in a structured way. Several clients have graduated exactly like that. It is a good outcome, not a failure of the engagement.
A 30-minute chat, no obligations. We reply within one working day.
Accounting, corporate secretarial, payroll and advisory for Singapore SMEs since 2012.
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Ian & Son refers to the Ian & Son network and/or one or more of its member firms, each of which is a separate legal entity. Contact us to learn more.
