Transformation
Put a finance leader behind your AI agenda.
Finance AI leadership, from investment decisions through adoption.
Glenn Hopper works with the CFO and Technology team to choose the right investments, turn finance requirements into working capabilities, and measure whether they improve the business. Engage RoboCFO to lead alongside your team or to provide a scoped delivery team.
Two delivery modes
Choose the support your organization needs
Lead with your team
For CFOs with engineering capacity who need senior finance AI leadership. We shape the roadmap, define finance requirements, challenge design choices and lead adoption. Your Technology team owns engineering and production infrastructure.
Lead with a RoboCFO delivery team
For organizations that also need implementation capacity. We agree on named workstream leads and the engineering, data and finance expertise required. The scope states who builds, approves and supports each capability.
An ongoing or fractional finance AI leadership engagement can sit alongside an existing transformation program. Your CFO remains the sponsor, and internal process owners retain financial accountability. Discuss the mandate and team.
How it works
Shared delivery. Clear accountability.
A finance priority moves through three working lanes
01 / Select
- Finance
- Name the business outcome
- RoboCFO
- Test the investment case
- Technology
- Check data and system fit
02 / Design
- Finance
- Approve rules and controls
- RoboCFO
- Translate the finance requirements
- Technology
- Design the implementation
03 / Validate
- Finance
- Accept the financial results
- RoboCFO
- Challenge evidence and readiness
- Technology
- Build and test the workflow
04 / Operate
- Finance
- Own decisions and benefits
- RoboCFO
- Review adoption and next priorities
- Technology
- Run and support the capability
Best for
Who this is for
Mid-cap and enterprise finance organizations implementing AI across multiple teams or workstreams with executive sponsorship. Typical buyer: CFO or CEO of a $200M to $5B revenue company, or a PE operating partner deploying a portfolio-wide AI initiative through portfolio company finance teams.
If your scope is one production use case shipped well, the Pilot is the right shape. A Transformation provides ongoing leadership across the finance AI agenda, with delivery capacity matched to the scope.
Deliverables
What the program includes
Program governance, coordinated workstreams, and the finance capabilities put into production.
- An owned finance AI roadmap with prioritized opportunities, investment assumptions, dependencies and explicit decisions to build, defer or stop.
- Workflow charters and delivery coordination covering source data, finance requirements, evaluation criteria and named engineering responsibility.
- Controls and operating responsibilities including approval boundaries, exception handling, escalation and audit evidence agreed with the relevant owners.
- Adoption and practical training built around the work people perform and the exceptions they need to handle.
- A benefit ledger and executive reviews tracking baseline, ongoing cost, usage, quality and financial outcomes with a named person validating each result.
- An operating handoff with runbooks, support ownership and a decision on internal operation or continuing support.
How it runs
The first 90 days, then the next investment
Agree on the mandate first. Sequence delivery around source readiness, controls and the finance calendar.
- Phase 01
First 30 days: Establish the mandate
Assess the existing work, data and technology. Agree on the sponsor, process owners and decision rights. Select initial priorities, record baselines, and identify what should be stopped or simplified before it is automated.
- Phase 02
Days 31 to 60: Design and validate
Turn selected priorities into scoped workflow charters, source definitions and evaluation cases. Agree on what code calculates, where AI reasoning helps, and which decisions require a person. Resolve access and control requirements with Technology and the relevant reviewers.
- Phase 03
Days 61 to 90: Review evidence and commit
Review implementation progress, test results and readiness with the sponsor. Deploy approved workflows when the data, controls and users are ready. Decide what to continue, redesign or stop; the first 90 days are a decision framework, not a blanket production deadline.
- Phase 04
Following quarters: Operate and expand
Measure adoption, reliability and realized benefits over repeated cycles. Use those results to choose the next investment. Agree on internal ownership or continuing operational support before adding scope.
What you bring
What the program requires from your team
A finance sponsor, workstream owners, access to the relevant systems, and timely decisions.
- C-suite executive sponsorship (CEO, CFO, or PE operating partner) committed across the full engagement, not just kickoff and closeout.
- Multi-team commitment across the finance functions in scope (FP&A, controllership, AP/AR, treasury, etc.).
- IT, data, and security collaboration at scale including the security review process and data architecture team.
- Data infrastructure in place, or willingness to build foundational data work as part of Phase 1.
- Governance baseline in place, or willingness to build it as Phase 1 of the program (we can include this scope inside the Transformation).
- Internal program manager partnered with our embedded team, typically a finance ops lead or chief of staff with PMO experience.
How we know it worked
Success criteria, locked in Phase 1
Measured at quarterly reviews and again at program close.
- Useful capabilities adopted by the people doing the work, with performance and reliability reviewed over agreed cycles.
- Financial outcomes checked against a baseline with implementation and running costs included, and capacity released distinguished from cash savings.
- Controls exercised in practice through exception cases, failed inputs, approval decisions and recovery tests.
- Named operating ownership with support responsibilities and internal handoff or continuing service agreed before rollout expands.
Pricing
Investment, structured by phase
Pricing
Scoped per program
Leadership scope and delivery capacity are priced separately within one program. Pricing is set per program and structured by phase with quarterly governance gates that allow the program to expand or pause based on outcomes. We do not require full multi-year commitment upfront; the program is structured so you can evaluate at each gate.
What changes the price
- Number of workstreams in scope (3, 4, 5, or more)
- Team size and number of finance functions covered
- Integration complexity across systems, entities, or regions
- Regulated-industry requirements (significant impact on documentation, review cycles, and embedded team capacity)
- Embedded team size and dedicated capacity required
- Multi-entity or multi-region rollout (each adds program coordination scope)
- Speed (compressed timeline adds dedicated capacity cost)
- Whether foundational data or governance work is included in the program or assumed in place
We scope and quote the program shape on the scoping call, structured by phase. A narrower six-month program is available when the scope calls for it.
How we deliver
Clear responsibilities for finance and technology
How we deliver
Glenn leads the finance agenda, sponsor discussions and major architecture and investment decisions. The agreed cadence and his personal capacity are set in the statement of work.
Where your team provides engineering, RoboCFO leads finance requirements, review and adoption while your Technology organization owns implementation and infrastructure. Where you need delivery capacity, the statement of work names the finance technologists, data engineers and AI specialists responsible for each workstream.
Your CFO retains executive sponsorship and your process owners retain financial approvals. We agree on access, escalation and decision rights at kickoff, including how Internal Audit can provide independent challenge.
We do not sell platforms or take vendor referral fees. Recommendations reflect the process, systems and control requirements.
Related work
How the program connects to ongoing operations
Starts with
Most Transformation engagements arrive via RFP, warm introduction from a portfolio sponsor, or as a follow-on to a successful Pilot that surfaced multi-workstream scope. Some clients enter directly when the executive team has already aligned on a transformation initiative.
Leads to
An agreed internal handoff or an Operations Retainer for continuing support. New implementation work is separately scoped so leadership, maintenance and build capacity are not billed twice.
FAQ
Common questions
How is this different from a Pilot?
A Pilot focuses on one defined workflow. Transformation adds ongoing finance AI leadership, portfolio decisions and coordination across workstreams. We can lead with your engineering team or provide scoped delivery capacity. Timing depends on the agreed mandate, data readiness and approvals.
Can we do this in phases without committing to the full program?
Yes, that's the structure. Each phase has a governance gate. You evaluate progress, ROI, and alignment at each gate before authorizing the next phase. We do not require multi-year upfront commitment. The pricing is structured by phase so you can pause or rescope between phases if needed.
What happens between phases?
Phases are continuous when the program is running on its planned timeline. If you need a deliberate pause between phases (budget cycle, organizational change, leadership transition), we can structure that. The embedded team scales down during pause, scales back up at restart.
Who is on the embedded team?
Glenn Hopper leads the program. The team brings finance technologists who understand close, FP&A, and finance ops; data engineers who can build integrations and pipelines; and AI specialists who handle model selection, fine-tuning, evaluation, and governance. Team composition is scoped to your program shape; you can meet the leads during scoping.
Do we keep the team after the engagement ends?
We plan an internal handoff or continuing support with you. For a RoboCFO delivery team, ongoing capacity is separately agreed through an Operations Retainer. Your internal team can take over workstreams as it develops the capability.
How do you handle scope creep over 12 to 18 months?
The phase structure exists partly to handle this. Each phase has a charter and a governance gate. Scope changes are evaluated at gates, not mid-phase. New use cases that emerge can be added to the next phase or deferred to a subsequent program. We will not silently expand scope; you will see every change explicitly.
What if we want to bring some work in-house mid-program?
Encouraged. Capability building is a stated outcome of the Transformation. If your team builds capacity to take over a workstream mid-program, we structure a planned handoff and rescope the embedded team accordingly. The pricing flexes with scope.
How does this work for PE-backed portfolio companies?
PE operating partners often run Transformation engagements across multiple portfolio companies. We structure portfolio-wide engagements with the operating partner as the executive sponsor, individual portfolio company CFOs as workstream owners, and shared governance across the portfolio. The pricing model can be portfolio-level or per-portco depending on the structure that fits the fund's preference.
What if we already have a transformation initiative running?
Most clients do. The Transformation either integrates with the existing initiative (we slot in as the AI workstream within a broader program) or replaces a stalled initiative that has not produced outcomes. We will assess the existing initiative honestly during scoping and recommend the structure that fits.
Finance workflows
Start with a concrete operating problem
Choose a defined implementation, with the data, controls and ongoing ownership scoped around the work.
Cash Forecasting and Liquidity
Know when cash gets tight and what you can do about it.
Explore the scopeVariance Analysis and Management Reporting
Spend the review meeting on what changed and what to do next.
Explore the scopePayables and Invoice Workflow
Give invoices a reliable path from intake to review.
Explore the scopeAlign the program before workstreams begin.
Tell us about the finance functions, systems, and leadership decisions involved. We will help define a practical program structure.
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