SERVICES THAT DELIVER REAL OUTCOMES
Services overview
Thomas Allan helps enterprise finance teams move faster with control. We provide senior‑led, software‑agnostic oversight across FP&A/EPM, procurement, programme delivery, operating model design, workflow automation, pragmatic AI and adoption.
Engagements are designed for value realisation, with clear governance, measurable outcomes, and ways of working that stick, whether delivered onsite, remotely or hybrid.
We work independently or with trusted associates (data architecture, security, change), bringing the right expertise at the right moment while keeping ownership and accountability crystal clear.
Pillar 1.0
FP&A & EPM programme oversight
We act as your Design Authority and value steward across planning and performance programmes. This includes standardising modelling practices, driver libraries, scenario methods and data lineage so FP&A can respond to change with speed and consistency. Deliverables typically include a Design Authority charter, EPM standards catalogue, driver/assumption library, scenario and variance playbooks, and an integrated governance calendar that aligns planning, performance reviews and quarterly business deliverables.
Engagements are usually hybrid: onsite for critical workshops and steering forums, remote for design reviews and cadence routines. Delivery is led by Thomas Allan and augmented with specialist associates only where needed (e.g., data governance).
Stakeholders: CFO, Head of FP&A, EPM product owner, Data/IT and BU Finance leads.
Outcomes: Budgeting and forecasting process design and delivery, explainable variances, a single source of truth and a predictable cadence that shortens cycle times without sacrificing assurance.
Pillar 2.0
Procurement advisory & vendor selection
We help you select the right platform and partners, not just the popular ones, through requirements shaping, market scans, RFP/RFI management, demo/bake‑off orchestration and commercial/risk negotiation. Deliverables include an objective scorecard, functional/non‑functional requirements, target architecture fit, TCO and benefits model, due diligence pack and an executive‑ready recommendation.
This is typically delivered remotely with targeted onsite sessions for stakeholder alignment and vendor demos. Thomas Allan leads independently, pulling in associates for security and data‑privacy assessments if required.
Stakeholders: CFO, Finance Transformation, Procurement, InfoSec, Architecture and FP&A leadership.
Outcomes: Vendor clarity and defensible selection, optimised commercials, reduced delivery risk and clear success measures that flow straight into the implementation roadmap.
Pillar 3.0
Programme delivery & PMO
We bring delivery discipline to complex finance change, integrating RAID control, sprint planning, quality gates and benefits tracking so programmes land on time, on scope, on benefit. Deliverables include a master delivery plan, RAID and decision logs, dependency maps, sprint/ceremony playbook, integrated test and cut‑over plan and a benefits realisation tracker tied to your business case.
Operating model is hybrid to match your governance cadence: onsite for key ceremonies (steerco, design gates, cut‑over rehearsals), remote for run‑rate PMO management. Led by Thomas Allan, we can embed or coordinate with your PMO and external SI.
Stakeholders: Programme Sponsor (CFO/FD), PMO, Workstream leads (FP&A, Data, Tech) and Change/Training.
Outcomes: Predictable execution, transparent risk management, clean hand‑offs and early value capture within the first 90 days.
Pillar 4.0
Finance operating model design
We design a change‑ready operating model that connects process, people, data and governance, from RACI and competency frameworks to performance cadences and decision rights. Deliverables include an Operating Model blueprint, end‑to‑end process maps (forecast, close, performance), role architectures, capacity/throughput views, KPI/driver trees and a governance calendar aligned with enterprise planning.
Delivery is usually onsite for discovery and design workshops, then remote for documentation and iteration. Thomas Allan delivers independently, with the option to bring in associates for org design and capability mapping.
Stakeholders: CFO/FD, FP&A, Financial Control, Shared Services, HR (for role design) and Business Unit Finance.
Outcomes: Fewer bottlenecks, faster decisions, clearer ownership and a model that scales across countries and business lines without reinventing the wheel.
Pillar 5.0
Workflow & automation for finance
We implement enterprise‑grade workflow for finance that connect close, forecast and project delivery into a visible, auditable system of work. Deliverables include a Finance Workflow Playbook, close/forecast templates and boards, approval workflows with controls, integration patterns to your ERP/EPM, role‑based dashboards and training that embeds the new cadence.
Most engagements are hybrid: onsite to co‑design high‑stakes workflows and train champions; remote for configuration, iteration and adoption support. Thomas Allan leads, but we may partner with an automation associate for complex integrations.
Stakeholders: Financial Control, FP&A, Shared Services, PMO and IT integrations.
Outcomes: Shorter closes, fewer hand‑off failures, clear ownership and real‑time visibility that eliminates status‑chasing and untracked spreadsheet work.
Pillar 6.0
Pragmatic & guardrailed AI for finance
We unlock practical AI aligned to policy and audit. Prioritising use cases like narrative drafting, anomaly detection and forecast enrichment where ROI and control can both be proven. Deliverables include an AI Use‑Case Backlog, policy guardrails and model‑risk guidance, lineage and approval flows, pilot designs with success metrics and an integration plan spanning ERP/EPM/data platforms.
Delivery is remote‑first with targeted onsite risk/governance sessions. Led by Thomas Allan, with vetted associates for data science or security as needed.
Stakeholders: CFO, Head of FP&A, Financial Control, Data/Analytics, InfoSec and Legal/Compliance.
Outcomes: Measurable time savings and decision quality gains without elevating risk - piloted fast, scaled deliberately and fully auditable.
Pillar 7.0
Change management & adoption
We ensure new ways of working stick - aligning leaders, equipping managers and supporting end users with the right communications, training and reinforcement mechanisms. Deliverables include a Change & Adoption Plan, stakeholder maps, leadership messaging, enablement assets (playbooks, guides, learning paths) and adoption metrics tied to business outcomes.
Engagements are hybrid: onsite for leadership alignment and key enablement moments; remote for campaign execution and pulse checks. Thomas Allan leads and may involve an associate for learning design at scale.
Stakeholders: CFO/FD, Transformation/PMO, HR/L&D, Finance managers and process owners.
Outcomes: Faster time‑to‑value, higher utilisation, fewer regressions, and observable behaviour change embedded in the finance calendar and performance reviews.
READY TO TAKE FINANCE TO THE NEXT LEVEL?
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email us: hello@thomas-allan.co.uk
Whether you need expert guidance in change management, process improvement or achieving operational excellence, we’re here to help.
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