Business case and financial model
What the function costs today, what it would cost consolidated, and over what period the change pays for itself. The number that decides whether the rest of the engagement is worth running.
Our Solutions
Shared Services Design & Set-Up
Design a shared services function on evidence rather than instinct, then stand it up. The operating model, the processes, the systems and the people, delivered as one engagement.
What it covers
What a shared services design covers
Delivered as
- Consulting
- Manpower Augmentation
- BPO
Location and operating model
Where the work sits, who owns it, how it is governed and how requests reach it. Onshore, offshore or both, decided on evidence rather than assumed before the work starts.
Process evaluation and design
Every end-to-end process mapped as it runs today, its controls agreed and its service levels written down, before anything moves.
Technology enablement
The systems the function will run on, what has to integrate with what, and a dated roadmap for getting there rather than a list of products.
Service selection
Which functions to consolidate first, which to phase, and which to leave where they are. Not everything belongs in a shared services centre.
Transition planning
How the work moves across without being dropped: a dated plan, named owners on both sides, a risk register and an SLA reporting framework.
How it runs
From assessment to a working function
Our methodology pairs data-driven diagnostics with disciplined project management, turning the assessment into structured, milestone-led execution.
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Assess
An AI-driven support services assessment reads the function against its own data rather than against opinion. It returns a business case and financial model, a location strategy and operating model, a process evaluation with recommendations, a technology enablement report and a service selection report.
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Design
The operating model, the processes and the governance are agreed with the people who will run them, so the design survives contact with the organisation.
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Plan
A dated, milestone-led roadmap with named owners on both sides, a risk register, an SLA reporting framework and a technology enablement roadmap.
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Stand up
The function is built, staffed and run to the agreed service levels. By your team, by ours, or by both.
Case study
Shared services opportunity assessment and roadmap design
A family office in Saudi Arabia
A consulting engagement to establish whether a shared services function was worth building, and what it should look like. The assessment produced the decision-making pack rather than a recommendation to act on faith.
Scope of work
- Business case and financial model
- Location strategy and operating model
- Process evaluation and recommendations
- Technology enablement report
- Service selection report
Why Synergi
Why Companies Choose Synergi
Synergi is more than just an outsourcing provider; we are a trusted partner to businesses across the region and beyond. By combining international standards with regional expertise, we help keep business processes secure, efficient, and compliant.
Experience across multiple markets
Regional context informs how teams, controls, and delivery models are designed.
Customized outsourcing strategies
Each operating model is shaped around the organization, its maturity, and its priorities.
Compliance with local regulations in every market
Governance and local requirements are built into processes and delivery controls.
Flexible operations that grow with your business
Consulting, manpower augmentation, and BPO can scale as requirements change.
Showing reason 1: Experience across multiple markets.
Questions
Questions we are asked about shared services
How do we know a shared services model is worth it?
That is what the assessment is for, and it comes before any commitment to build. In one assessment for a diversified holding company, the headcount review identified a potential 30% reduction with a return inside six months of implementation. Yours will be a different number — measuring it first is the point.
Which functions should go in first?
Usually finance, HR, procurement and IT, because they are the most transactional and the easiest to standardise. Legal, marketing, engineering, admin and HSE follow in a second phase once the centre is working.
Do we have to centralise everything at once?
No, and we would advise against it. The transition roadmap is phased deliberately: centralise the first group, prove the service levels, then extend. A big-bang move tends to break the thing it was meant to improve.
Do you design it, or build it as well?
Either. Some clients take the design and build it themselves; others ask us to stand it up and run it. Build-Operate-Transfer is the structure for the second, and it ends with the function in your hands.
What do we get if we stop after the assessment?
A target operating model, an optimisation analysis, a financial impact assessment and a governance and transition plan. It stands on its own as a board paper, whoever ends up doing the work.
Make the work behind You
Make the work behind growth easier to run.
Synergi runs the functions behind your growth — customer support, HR, finance, procurement, project management, marketing, and IT — for growing companies, with outsourcing delivery tailored to how you operate.
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