Stabilizing Finance functions in a European bank in transition
23 February 2026In 2024, a European bank faced a sudden leadership gap within its Belgian Finance department. The Finance Group Director went on temporary leave just as the bank launched a major internal reorganization. Responsibilities were shifting, senior team members were changing positions or leaving the company , and documentation for critical processes was limited. The Finance team was under pressure, and operational continuity was at risk.
The bank turned to TriFinance for support, initially requesting a Financial and Business Controller. But as the situation evolved, the scope expanded significantly. Our consultant Xavier De Smet stepped in as acting Finance Manager, ensuring stability during a period of uncertainty.
A rapidly changing environment
The reorganization involving the migration of the Controlling activities, and the departure of the more senior team members created several challenges:
- Reporting lines and responsibilities were unclear
- The workload increased sharply while expertise decreased
This on top of the existing challenges:
- Key processes lacked documentation
- Tools were underused, leading to manual and time‑consuming work
TriFinance’s role was to restore structure, secure deliverables, and guide the team through the transition.
Over the course of the assignment, our consultant ensured:
- Full continuity of internal and external reporting
- Accurate and timely monthly closing
- Oversight of accounting and tax activities
- Coordination with Group Finance, Controlling, Tax, and regulatory bodies
- Successful completion of quarterly and yearly regulatory reporting
- A structured handover to the new Head of Finance and Business Controller
- Creation of a new Schema A process and procedure
The mission, initially planned for one year, was extended by six months due to the added responsibilities and the value delivered.
When we began working with the client’s Finance team, it quickly became clear that their day‑to‑day challenges were symptoms of deeper structural issues. What initially appeared to be isolated inefficiencies turned out to be part of a broader pattern. Several structural improvement opportunities were identified:
1. Underused tools and untapped automation
Although the client had invested in a robust accounting system, many of its core features, such as automated workflows, depreciation modules, batch payment processing, and VAT functionalities, were barely used.
As a result, the team relied heavily on manual workarounds, increasing both workload and the risk of errors. We identified that activating and configuring these built‑in features would immediately streamline operations.
2. Processes shaped by years of patchwork fixes
Most procedures had evolved organically, shaped by incremental adjustments rather than intentional design. Over time, this created a complex web of steps that no longer reflected the business’s needs.
A full process redesign emerged as a major opportunity to simplify operations, reduce bottlenecks, and restore clarity.
3. Reporting slowed down by non‑optimized data extracts
The Finance team spent significant time manually adjusting system extracts to produce usable reports. These extracts had never been customized to match the team’s reporting requirements.
By building tailored data outputs, the client could dramatically reduce manual manipulation and accelerate monthly reporting cycles.
4. Limited understanding of key activities
Because documentation was outdated and training had been inconsistent, team members often lacked a clear understanding of why certain tasks were performed or how systems were meant to be used.
We highlighted the need for structured training and well‑maintained procedures to build confidence and reduce dependency on a few “go‑to” individuals.
5. Responsibilities misaligned with the target operating model
The Finance team had gradually absorbed tasks that did not belong within its remit—often because other departments lacked capacity or clarity.
Realigning responsibilities would allow Finance to focus on its core mission and operate more strategically.
6. Long‑term underinvestment in the Finance function
Perhaps the most fundamental issue was structural underinvestment. Tools, processes, and people had not kept pace with the company’s growth.
Reversing this trend is essential for Finance to evolve from a transactional function into a true business partner capable of supporting strategic decision‑making.
This mission demonstrates the value TriFinance brings in moments of transition:
- Immediate operational support
- Hands‑on expertise across Finance domains
- Ability to step into leadership roles when needed
- Pragmatic recommendations for long‑term improvement
- A people‑centric approach that builds trust quickly
Our consultants combine technical knowledge with strong soft skills, enabling them to stabilize teams, manage stakeholders, and deliver results, even in uncertain environments.