Process Solutions

We are often asked what kind of organisation structured AP is actually for. In this clip, Agnes Marshall, Head of Finance and Operations of United Way Hungary, gives the most straightforward answer we have heard: anyone – small or large – who wants a transparent, efficient, and modern way to manage their financial and administrative processes can benefit from it. It is a useful reminder. The value of a structured workflow isn’t tied to headcount or transaction volume, it's tied to whether finance has clarity and control over how work moves. If that is something you are evaluating, this is a good place to start. 👉If you'd like to learn more, you'll find the details here: https://lnkd.in/d42nCfn2

Most finance teams don’t need more tools, they need processes that are easier to manage. In practice, this typically comes down to three elements: structured workflows, clear approval logic, and real-time visibility. Without these, even strong systems tend to be underutilised. With them, performance improves across the entire process, not just in isolated areas. If you are currently looking at ways to improve accounts payable, we can show how this works in practice. 👉If you'd like to learn more, you'll find the details here: https://lnkd.in/d42nCfn2

One of the most common situations we see in larger organisations is that invoice handling works – but only with continuous manual coordination. Approvals are managed differently across teams, visibility is limited to local processes, and central finance is left to consolidate information afterwards. The process itself functions, but scaling it becomes increasingly difficult. What changes after restructuring the workflow is not only efficiency, but also consistency across the organisation. Approvals follow the same logic, data becomes standardised across entities, and visibility is available in real time. As a result, finance spends less time reconciling information and more time focusing on analysis and decision support. A similar implementation example: https://lnkd.in/d7Bg48SD

One of the biggest challenges in finance transformation is not defining the target state, it’s getting there. Many organisations delay AP process improvements because they expect large-scale system changes, significant IT involvement, or disruption to day-to-day operations. And in traditional transformation projects, those concerns are often justified. However, improving a process does not always require replacing the systems behind it. In many cases, the more effective approach is to introduce structure across the existing landscape – creating a consistent workflow, standardised approval logic, and greater visibility, while keeping core systems in place. 🎥 In this video, Attila Sólyom shows what that looks like in practice. 👉 If you'd like to learn more, you'll find the details in the comments.

Growth introduces a specific type of complexity in finance. Not necessarily more volume, but more variation. Different entities operate with slightly different processes, approval logic, and expectations. Over time, this creates a landscape where consistency is gradually lost. And without consistency, visibility becomes fragmented, while control becomes more difficult to maintain. Finance teams often end up translating between processes instead of managing performance. The challenge is not the absence of processes. It is having processes that do not work together. 🎥 In this video, Attila Sólyom shares how this can be achieved without replacing existing systems. 👉 If you'd like to learn more, you'll find the details in the comments.

The role of outsourcing in finance is changing. It is no longer just about execution; it is about structure. In more complex organisations, the biggest challenge is not getting the work done. It is ensuring that it is done consistently across entities, systems, and teams. This is where traditional outsourcing models start to fall short. Without process ownership and standardisation, efficiency gains remain limited and difficult to sustain. More advanced approaches start elsewhere: with designing how the process should work, and only then scaling its execution. This is where outsourcing becomes a strategic lever. Not by reducing workload, but by creating a more stable and controllable operating model. In this video, Gabriella Fink and Erzsebet Rakosi, Senior Managers at PS, share why this shift matters and how organisations can benefit from a more structured approach to finance operations. 👉 If you'd like to learn more, you'll find the details in the comments.