When a business is growing, integrating an acquisition, separating from a group or recovering performance, the challenge is to turn the plan into a working operation. GAP provides senior business and finance transformation leadership, staying close to the decisions, the people and the delivery.
When GAP is a good fit
For Boards, CEOs and CFOs facing an acquisition, separation, finance recovery or a transformation programme that needs stronger direction. GAP can take an executive role or lead the defined programme, with authority and responsibilities agreed at the outset.
Make complex change work in practice
We help establish the facts, clarify the outcomes and build a deliverable plan. Support covers operating-model redesign, finance recovery, shared services, acquisition integration, carve-outs and separation, and systems-enabled change.
Assignments can include executive accountability as an interim CFO or Finance Director, or leadership of a defined transformation programme. We agree scope, authority, time, fees and specialist responsibilities before work starts.
Lead from diagnosis through implementation
The GAP 6×6 connects diagnosis, stabilisation, design, delivery, proof and value realisation. We establish priorities and a baseline, make ownership and decisions visible, manage dependencies and risks, and work alongside your team to embed the new arrangements.
Typical deliverables include a costed change plan, a practical target operating model, clear responsibilities, dependable reporting and controls, an implementation roadmap and measures of benefit. Training, capability transfer and a sustainable handover are part of delivery.
Experience grounded in delivery
GAP’s transformation capability combines finance leadership, Lean Six Sigma and PRINCE2 disciplines, and hands-on delivery across commercial and not-for-profit organisations. It is underpinned by founder David Roberts MBA FCCA’s experience working at PwC and as a PLC and private-equity CFO, alongside our specialist network.
Relevant examples include pharmaceutical integration and SAP-enabled finance standardisation, a US acquisition carve-out and secure integration, a global brand carve-out and disposal, and purpose-led recovery and restructuring.
Delivery experience across complex change
Integration, SAP and operating-model change
Before GAP was established in 2001, founder David Roberts, acting as UK CFO, led finance integration and SAP implementation across three pharmaceutical businesses, bringing them into a coherent UK operation within one year. The assignment connected finance structures, policies, reporting, technology and manufacturing decisions. The wider transformation and rationalisation programme delivered savings exceeding $100 million.
Read the integration and transformation case study.
A global separation across 12 countries
A consumer brand valued at approximately €700 million required a carve-out and disposal spanning 12 countries. GAP’s work connected financial, legal, tax, commercial, operational and supply-chain requirements within an integrated completion programme, including transitional services and continuity arrangements.
Read the global carve-out case study.
A defined starting engagement
Transformation delivery and operating-model diagnostic. We review the intended outcomes, current delivery position, operating model, critical dependencies, control risks, team capacity and evidence of benefits. You receive a prioritised decision brief, a practical roadmap, proposed governance and measurable outcomes. Scope, timing and fees are agreed in advance.
Support can progress into programme leadership, interim executive accountability or regular transformation oversight. The delivery approach includes a baseline, named owners, decision and risk logs, agreed milestones, benefits tracking and capability transfer.
Practical questions about finance transformation
Do we need an interim CFO or a programme lead?
An interim CFO or Finance Director takes agreed executive accountability. A transformation lead owns the delivery of a defined change programme. GAP helps clarify the gap, decision authority and team capacity before agreeing the role.
What happens in the first phase?
We establish a baseline, immediate control and continuity priorities, named owners and a deliverable roadmap. For an acquisition, this includes cash, reporting, people, systems and separation dependencies.
Can you support the team after the main programme?
Regular oversight or part-time finance leadership can sustain reporting, review benefits and support decision-making. Continuing work is agreed around specific outputs and review points.
Read the first 100 days of acquisition finance integration and see the international carve-out case study.
Established experience. Specialist depth.
Established in 2001, GAP combines a track record of hands-on delivery with an established specialist network. Our capability brings together finance leadership, international establishment, transformation and independent systems expertise, informed by PLC, private-equity and not-for-profit assignments. Specialist skills are brought together around the needs of each engagement, with clear responsibilities and agreed outputs.
We draw on specialist relationships developed through implementation programmes and interim assignments, supported by a broad professional network. Finance, local accounting and tax, legal, employment, security and technology expertise can be brought together around the assignment. We agree the delivery team, availability, responsibilities and fees with you, keeping executive decisions and implementation closely connected.
Clear responsibilities. Visible delivery. Lasting capability.
An agreed delivery team. GAP brings together the leadership and specialist skills required for the assignment. Roles, responsibilities, availability and decision authority are agreed before work starts. The GAP 6×6 provides a shared method for diagnosis, implementation and measuring results.
A clear commercial agreement. The proposal sets out deliverables, client inputs, time, fees, specialist costs and decision points. A focused review can be agreed first; further phases proceed by agreement.
Responsible decisions and lasting capability. We consider financial value alongside the effects on people, services and resources. Benefits are assessed against an agreed baseline, and training, process ownership and handover are part of delivery.
Work with the team you trust. GAP works alongside your existing finance team, accountants, lawyers and technology partners, bringing additional expertise where needed.
A practical starting point
Begin with a confidential conversation about the change, the deadline and the outcome you need. A focused diagnostic can establish priorities and the right delivery approach. Where continuing support is useful, we can agree regular programme oversight or part-time finance leadership with defined outputs and review points.