Finance & Accounting BPO: accounting capacity that runs inside your ERP
When entity count, transaction volume or reporting demands outgrow the accounting team, the usual fallback is a hiring cycle that takes months or a parallel spreadsheet operation that quietly becomes its own source of risk. We take over defined accounting processes — accounts payable, accounts receivable, general ledger, reconciliations, close preparation and more — and run them inside the ERP you already use, not beside it in a separate tool.
"Close down from 22 to 8 working days. Intercompany imbalance down from €2–4M to under €100k. Multibook and tax-provisioning audit findings closed."
Anonymized 14-entity, seven-country group — full case in Proof section below
The accounting problem rarely announces itself all at once
It usually shows up as a series of small, individually explainable delays — until a CFO adds them up and realizes the accounting function itself has become the constraint.
Entity count has outpaced the team
A new legal entity, subsidiary or acquisition gets bolted onto the group, but headcount and process design haven't kept up. The same two or three people now carry a workload built for one entity, across four or five.
AP and AR are breaking down
Vendor invoices back up, payment runs slip, customer disputes go unresolved, and cash application falls behind. What used to be routine processing now needs constant firefighting.
The close keeps slipping
A close that should take five working days quietly stretches to ten, then fifteen, because reconciliations, accruals and intercompany matching are done manually, late, or not at all until someone asks for numbers.
One person carries the process
The intercompany logic, the fixed asset register, the reconciliation nobody else understands — it all lives in one person's head. Their holiday, illness or resignation becomes a finance risk, not just an HR event.
We take over defined processes or outcomes — not vague "accounting help"
Every engagement is scoped against a specific, named process. You know exactly what we own, what stays with your team, and where the handoff sits. Scope can be one of these processes, several of them, or all of them — the choice is yours, and it can change over time.
Accounts Payable
Vendor invoice processing, three-way matching, approval routing, payment runs and vendor query handling.
Accounts Receivable
Customer invoicing, collections and dunning, cash application, and day-to-day management of open items.
General Ledger
Journal entry preparation and posting, chart of accounts maintenance, and routine month-end ledger activity.
Bank Reconciliation
Periodic reconciliation of bank accounts across entities and currencies, with exceptions tracked to resolution.
Intercompany Accounting
Intercompany invoicing and postings, balance matching between entities, and preparation for elimination.
Fixed Assets
Asset register maintenance, additions and disposals, and routine depreciation runs.
Close Preparation
Close checklist execution, accrual and prepayment schedules, and a close-ready trial balance handed to your team or auditors on time.
Reporting Support
Management reporting packs, variance commentary support, and data extracts formatted for group or statutory reporting.
Several of these processes touch tax-relevant data — VAT postings, provisioning schedules, statutory ledgers. JPS-iQ is not a tax advisory firm and does not act as one. We support the operational side of tax-relevant finance processes — the data, the systems, the reconciliations, the preparation — and bring in a qualified, licensed tax advisory partner for anything that requires actual tax advice. In a full-outsourcing setup, that tax-advisory component can be integrated into the overall arrangement on request; the exact legal and contractual structure of that integration is agreed case by case in the scoping conversation, not fixed in advance.
Taking work off your team's plate isn't always the goal — sometimes it's the opposite. Where it fits the engagement, we also train and enable your own people to run a new process, close routine or system change themselves, so capability stays with your organization rather than staying dependent on us.
We work inside your ERP, not beside it
Every process above is executed inside the system your company already runs. No shadow spreadsheets, no separate BPO-only tool that someone eventually has to reconcile back into the ERP.
- Oracle NetSuite — native postings, native workflows, no export/import layer.
- DATEV — accounting and statutory postings kept in the system German auditors and tax advisors already expect.
- SAP — processes executed against your existing SAP configuration and chart of accounts.
- Microsoft Dynamics 365 Finance & Operations — transactions and reconciliations posted directly in F&O.
- One system of record — yours, not ours
- Same chart of accounts, same audit trail
- No handoff friction between "their tool" and "your books"
Not sure which of the four systems your scope touches, or whether your current setup can even support this? A short scope call will tell you.
Book a scope callHow much we take on is your decision, and it can grow
Within Finance & Accounting, the operating model is a ladder, not a package. You can enter at any rung and move up — or stay exactly where you are.
Four ways to engage
Each step below builds on the last. None of them require you to commit to the next one in advance.
- Add capacity. Extra hands on an existing process during a peak, a gap, or a transition — your process, your controls, our people executing.
- Take over a single process. Full ownership of one named process, such as accounts payable or bank reconciliation, with a defined handoff and SLA.
- Managed Finance Operations. Several processes run together as one coordinated operation — for example AP, AR and reconciliations for a specific entity or region.
- Full Accounting Function ownership. The accounting function for an entity, region or the group is run end-to-end, with your finance leadership retaining decision authority and oversight.
Interim Finance Management and ERP or finance transformation support are separate, complementary capabilities — not part of this page's scope. See Interim Finance Management for temporary leadership roles, and ERP & Finance Stabilization if the underlying system itself needs fixing. For the full BPO operating model across all of these, see the Operating Model on the BPO hub page.
What a real handover into steady-state accounting looks like
The riskiest part of any BPO engagement is the handover. We treat it as its own phase, not an afterthought to a sales process.
Diagnose
We review the process as it actually runs today — system configuration, controls, data quality, current bottlenecks — and agree exactly what is in scope.
Transition
We shadow at least one live cycle, document procedures, and run a parallel or phased cutover so nothing goes live untested.
Operate
Steady-state execution against agreed SLAs, with regular review checkpoints so issues surface early, not at year-end audit.
Evolve
Scope, process or system changes are absorbed as your business changes — adding a process, an entity, or handing knowledge back to your team through training.
A real multi-entity recovery, not a hypothetical
An anonymized group spanning 14 legal entities across seven countries came to the wider JPS-iQ team with a finance function under real strain. The result was a team effort across finance architecture, ERP configuration and operational execution — not the work of any single specialist group.
Within that engagement, BPO's own contribution was narrower than the headline numbers: we carried the operational accounting load for two of the smaller legal entities in the group, freeing local controllers to focus on higher-value work instead of routine processing. The close, intercompany and audit outcomes above reflect the combined work of finance architecture, ERP configuration and operational execution across the engagement. Read the full case.
The risks this kind of engagement is built to address
Close delays
A close calendar that keeps slipping erodes trust with the board, lenders and auditors alike.
Error rates and rework
Manual, under-resourced processing produces mistakes that surface downstream — in reconciliations, in reporting, or in an audit.
Key-person risk
Processes that live in one person's head instead of a documented, transferable procedure.
Audit findings
Recurring findings on the same accounts or controls, cycle after cycle, because the underlying process was never fixed.
Is this the right fit for where you are?
Good fit
- You can name the specific process that's under strain — AP, AR, reconciliations, close, or all of them.
- You run NetSuite, DATEV, SAP or Dynamics 365 F&O, or are actively moving to one of them.
- You want the work done inside your system of record, not in a parallel spreadsheet operation.
- You're open to scope changing over time — more, less, or handed back once your team is trained up.
Less of a good fit
- You're looking for licensed tax advisory services — we bring in a partner for that, we don't provide it ourselves.
- You want a single generic "accounting help" arrangement with no defined process boundaries.
- Your systems landscape sits entirely outside NetSuite, DATEV, SAP and Dynamics 365 F&O with no plan to consolidate onto one of them.
- You need the underlying ERP fixed before any operational process can run reliably on it — start with ERP & Finance Stabilization instead.
Questions CFOs actually ask
Can you take over just one process, like accounts payable, instead of everything?
Yes. Scope is defined process by process. Most engagements start with a single, clearly bounded process — often accounts payable, accounts receivable or bank reconciliation — and expand only when it proves out. We do not require a full accounting function handover to start.
How does the transition happen without disrupting our current close?
We run a defined transition period before go-live: mapping your current process and controls, shadowing at least one live cycle, documenting procedures, and running a parallel or phased cutover for the processes in scope. Nothing moves to steady-state operation until both sides have agreed it is ready, and the close calendar is protected throughout.
Who is accountable if something goes wrong, and are there SLAs?
Every engagement defines accountability and service levels up front — turnaround times, accuracy expectations, escalation paths and review checkpoints — for the specific processes in scope, agreed before transition and reviewed as scope changes.
How long is a typical engagement, and can we start small?
Engagements are structured around the scope you choose, not a fixed template, and terms are agreed case by case. Starting small — one process, one entity, or added capacity for a defined period — is a normal and common way to begin; scope can expand later if it fits.
Do you provide tax advisory as part of this service?
No. JPS-iQ is not a tax advisory firm and does not act as one. We support the operational side of tax-relevant finance processes — data, systems, reconciliations and preparation — and bring in a qualified, licensed tax advisory partner for anything that requires one. In a full-outsourcing setup, that tax-advisory component can be integrated into the overall arrangement on request.
We're mid-ERP-implementation — do you work inside our new system or bring your own tools?
We work inside whatever system you run — Oracle NetSuite, DATEV, SAP or Microsoft Dynamics 365 Finance & Operations — including a system that is still mid-implementation. If your implementation itself needs stabilizing, that is a separate, complementary capability we also offer; see ERP & Finance Stabilization.
How fast can this actually start?
Timing depends on the scope and the state of your current process and data, so we do not quote a fixed number of weeks here. The first step is a scope or diagnostic call to look at what's actually in front of you and agree a realistic transition timeline from there.
Ready to see what a defined scope actually looks like for your finance function?
Bring the process, entity or reporting problem that's currently on your desk. A scope or diagnostic call is where we work out — together — what's realistic to take on, in which system, and how fast a transition could actually run.