By Sean Burr — January 2026
Truth be told, over 10 years ago I was a sceptic of the Shared Services model — and later, the Global Business Services (GBS) evolution. That may sound contradictory given my current role in BPO Finance leadership, but this view was shaped early in my career when I was firmly on the other side of the table, working as a Controller within a traditional back‑office finance environment.
At the time, I was highly protective of my team's mandate. I preferred to keep full control of accounting and controllership activities, wary of the outsourcing horror stories shared by peers — material errors, poor governance, broken controls. If I'm honest, part of that resistance was also cultural. Many of us who trained as accountants were conditioned to value control, precision, and risk aversion above all else. Change, particularly large‑scale operational change, rarely sat comfortably.
What followed over the years reshaped my perspective. Through extensive work with US multinationals — as a colleague, advisor, and delivery leader — and through multiple visits to the United States, I have seen first‑hand the tangible value that the right Finance & Accounting (F&A) BPO partnership can create. Beyond the commercial case, there is something in the DNA of South African F&A BPO professionals that genuinely resonates with US organisations — from cultural alignment and communication style, to ownership mindset and service orientation. When done well, it drives deeper engagement, stronger trust, higher CSATs, and ultimately, sustainable value.
For most US multinationals, the outsourcing conversation has matured well beyond cost. While commercial efficiency remains important, what ultimately determines success is capability, reliability, and the ability to deliver consistently at scale. In this context, South Africa aligns well with US operating requirements. Time‑zone overlap enables real‑time collaboration. Business English is neutral, professional, and clear. Just as importantly, South African finance professionals are accustomed to operating within structured, deadline‑driven corporate environments similar to those found in US multinationals.
When combined with deep finance capability and a strong service mindset, this results in higher delivery maturity than is often experienced in more traditional offshore locations — particularly as operational complexity increases. The global Finance & Accounting BPO market is expected to grow from USD 72 billion in 2025 to USD 175 billion by 2035, reinforcing the increasing demand for scalable, capability‑led finance delivery models.
What is often underestimated is the depth and quality of South Africa's Finance & Accounting talent pool. The country produces a high volume of technically strong accountants, supported by rigorous professional training standards and globally respected qualifications — with one university alone producing over 1,660 undergraduate accounting graduates per year. This depth is reinforced by the strength of South Africa's professional accounting bodies, particularly SAICA, consistently recognised as one of the most respected and rigorous accounting institutes globally.
South Africa is an accountant‑rich market, with professionals who bring a strong compliance mindset, familiarity with both IFRS and US GAAP environments, and a practical understanding of controls, governance, and financial accountability. Many South African accountants gain global experience early in their careers — UK secondments and post‑articles contract roles are common, giving young finance professionals exposure to multinational environments, cross‑border reporting standards, and diverse stakeholder groups.
Another aspect that often goes unnoticed is South Africa's access to the same modern finance technologies used globally. Major enterprise platforms such as SAP, Oracle, and BlackLine are commonplace, and local finance teams are increasingly skilled in workflow automation, RPA, and AI‑enabled process improvement — enabling US multinationals to leverage best practice digital finance methodology without the high overhead typically associated with onshore delivery.
Beyond skills and qualifications, cultural alignment plays a decisive role in the success of US‑facing operations — and this is where South Africa consistently differentiates itself. Communication styles are clear, professional, and proactive. There is a strong customer‑service orientation, coupled with accountability and follow‑through. South African teams are comfortable engaging with senior stakeholders and operating as an extension of onshore finance teams, rather than as a detached offshore function. Shared business norms and an emphasis on relationship‑building make collaboration more natural across regions and time zones.
Faster Operational Scaling
Scale operations rapidly without a linear increase in cost, supported by a deep and readily available talent pipeline.
Improved Quality & Consistency
Delivery maturity and technical rigour compare favourably to other offshore locations, particularly as complexity increases.
Lower Attrition Rates
South Africa's stable workforce drives continuity, institutional knowledge retention, and long‑term operational stability.
Meaningful Cost Reduction
Finance outsourcing typically reduces operational costs by 30–50%, depending on scope, automation maturity, and service model design.
South Africa offers access to skilled teams across core finance processes, including Record‑to‑Report, Order‑to‑Cash and Procure‑to‑Pay — enabling US organisations to build resilient, scalable finance operating models that support long‑term growth.
At SoluGrowth, we take a deeply client‑centric approach to our F&A BPO engagements — particularly when supporting US multinationals, where expectations around quality, pace, and accountability are understandably high. We have led complex F&A transitions involving large‑scale FTE onboarding and tight timelines. In several instances, our teams have been required to rapidly scale — hiring, onboarding, training, and reaching operational independence within as little as two months from the initial decision.
What consistently stands out in these engagements is the importance of partnership across regions and time zones. Meeting US stakeholders' expectations requires more than technical competence; it demands clear communication, agility, and the ability to integrate seamlessly into broader global operating models. The key lesson for me has been: successful BPO partnerships are built on listening first. Understanding a client's specific needs, constraints, and expectations matters far more than approaching engagements with a preconceived "we know best" mindset.
Earlier in my controllership career, I was responsible for transitioning a significant portion of my team's scope into a Finance & Accounting shared services model. This required navigating a complex change‑management effort — integrating finance systems, processes, and outputs into a GBS environment — while still retaining full accountabilities for all legal, regulatory, and statutory reporting requirements.
Unsurprisingly, I was resistant to the change. My concerns were not purely subjective. I was worried that work would be performed below acceptable standards, increasing the risk of errors, fines, and regulatory exposure. Over time, however, I learned that adapting to new operating models was essential to scaling effectively as the organisation evolved. What proved critical was remaining focused on the strategic objective: building a Finance & Accounting operating model that was scalable, reliable, resilient, and cost‑effective. Achieving that outcome took time, discipline, and close collaboration — but with sustained effort, the model matured and delivered the value it was designed to unlock.
South Africa may not always compete purely on price against large offshore BPO destinations. However, when capability, cultural alignment, operational maturity, and sustainable value are factored in, it stands out as one of the most strategically compelling choices for US multinationals seeking high‑quality Finance & Accounting support.
In my experience, the providers who excel in this environment — including SoluGrowth — are those who combine strong technical foundations with a genuinely client‑centric operating model, built on listening, adaptability, and partnership. These are the qualities that matter most in F&A delivery, and the ones that ultimately create long‑term value for US organisations.
So the real question is this: what is your opportunity cost by not offshoring with a trusted South Africa‑based F&A BPO partner?
