Building the right OCFO capability set and playbook
The modern OCFO has a capability set that integrates technology, services, and organizational design to deliver strategic value. Viewing the finance function through this lens allows private equity sponsors and portfolio leadership teams to move beyond point solutions and build a cohesive ecosystem that supports both operational excellence and value creation. This means aligning the right mix of tools, processes, and talent to create a finance function that can deliver accurate insights, adapt to market changes, and scale efficiently.
A forward-looking technology stack should be anchored in integration, data accessibility, and AI/ML readiness rather than chasing trends or novelty. The goal is to develop infrastructure that supports adaptive capabilities over time. While investments in technology set a portfolio company up for long-term success, short and medium-term value creation opportunities can be found by outsourcing to nearshore managed teams, providing a flexible bridge between cost optimization and capability-building. This allows organizations to scale talent resources without overextending costs—a vital advantage for PE-backed companies operating under constrained timelines.
Nearshore managed services, in particular, have emerged as a key lever for OCFO success. They enable finance organizations to free up internal teams from transactional workloads, allowing more focus on analysis, strategic initiatives, and operational decision-making. For PE-backed companies navigating compressed timelines and ambitious value creation plans, these services can accelerate transformation while keeping costs predictable. By thoughtfully combining technology investments, service partnerships, and organizational alignment, sponsors and CFOs can build an OCFO capability set that not only meets today’s demands but also positions the business for a stronger exit.
Applying the Agility Index Report to investment strategy
For private equity firms, assessing a company’s agility is a vital part of the investment strategy. Highspring’s Agility Index Report provides a framework for identifying risks and opportunities in low-agility companies. While high-agility companies may offer stability, low-agility companies present a unique opportunity for transformation. By placing leaders who excel in driving agility, PE firms can unlock untapped potential and create significant value.
This approach underscores the importance of aligning leadership capabilities with operational goals. Leaders who can navigate complexity, foster collaboration, and implement adaptive strategies are instrumental in turning low-agility companies into high-performing assets.
Case study
Highspring Consulting took a multi-phased approach to address a national healthcare company’s accounts payable (AP) needs, beginning with a detailed target operating model assessment of its P2P processes to identify inefficiencies and create a future-state roadmap focused on automation and standardization. The team then implemented a tailored P2P tool, ensuring a smooth transition with minimal operational disruption, and provided comprehensive documentation for ongoing use and maintenance.
Highspring’s Managed Services then assumed more than 80% of the client’s AP processing workload through a business process outsourcing (BPO) model. A nearshore team delivered cost-effective, accurate processing while the client retained strategic oversight, allowing internal staff to focus on high-value priorities and strategic functions.
