Transformation that reaches both sides of the P&L.

The work is changing how the business actually runs — where the work happens, who decides, what gets measured. Cost out of the back office is the half everyone sells. Revenue is the half that pays for the programme.

Finance judgement and AI engineering are the instruments, not the subject. ANAI brings both to the same programme for finance leaders, accounting practices and SME founders.

Start a conversation See what that looks like

Who this is built for

Founders and SME owners: Grow without growing overhead
Accounting practice leaders: New services, lower cost to serve
Senior finance leaders: A programme the board will fund
First conversation: 30 min, no fee

Transformation only counts when it reaches the statement.

Revenue

Pricing and margin decisions taken on this month’s numbers, not last quarter’s
Proposals, scoping and client reporting turned around while the opportunity is still open
Senior capacity released from processing back into billable and strategic work
Services a team could never staff profitably becoming viable to sell

Cost

Manual handling removed from invoices, receipts, reconciliations and reporting packs
Headcount growth decoupled from transaction volume
Rework, exceptions and late adjustments falling as extraction gets more consistent
Tool sprawl consolidated rather than another licence added on top

Net effect: a finance function that costs materially less to run and puts better numbers in front of the people making the money.

Most AI programmes are sold on the cost line alone. It is the smaller half, and the easier one for a CFO to argue with.

Most transformation programmes are short one of two people.

The consultant who reads the business

Understands how the money actually moves
Knows what the auditors will ask
Can put a defensible number on the case
Hands over a roadmap and leaves
Cannot build any of what was promised

The engineer who builds the thing

Gets a model into production
Knows what the technology can’t do yet
Builds for load, cost and failure
Has never owned a month-end or a margin
Optimises the tool, not the operating model

Transformation only balances when one person carries both, and uses each as a tool rather than treating it as the destination.

Four ways a transformation usually starts.

Transformation strategy and business case

Which parts of the operating model should change, in what order, and what each is worth. The output is a sequenced programme with a costed business case covering both lines — what comes out of the cost base, and what it unlocks on revenue. Where AI is the right instrument it is named as such; where the answer is a process change or a different decision right, that is said plainly instead of sold around.

Usually a CFO, a financial controller, or a practice partner who has to put a number in front of a board before committing budget.

Capability building across the team

A transformation that depends on one external adviser is a liability on the balance sheet. Practical sessions build the capability inside the team — written for qualified accountants rather than developers, so the change holds after the engagement closes.

In-house finance teams of five to fifty, and whole-practice sessions for accounting firms. Also delivered as CPD programmes for institutions.

Build and rollout

The parts of the programme that need software get built, not specified and handed to someone else. Forecasting, document extraction, reconciliation, pricing and margin analysis, client-facing reporting — scoped against a real process, measured against the business case it was justified by, and handed over with the audit trail and access controls your reviewers will ask for.

Engagements where a pilot has stalled short of production, where a practice repeats the same work across every client file, or where a founder needs numbers they can actually run the business on.

Speaking

Panels, conferences and leadership programmes on transformation in finance-led organisations — what actually changes, what the economics look like afterwards, and what it means for the people currently doing the work.

Professional bodies, industry conferences, and internal leadership offsites.

About the practice

ANAI is an independent transformation practice for finance-led businesses. It takes on a small number of engagements at a time, and the same person who builds the business case builds the system that delivers it.

The outcome is the business running differently. Finance and AI are how it gets there.

The background behind it is a career in senior finance leadership — multi-entity group finance, statutory reporting, month-end — followed by several years building and deploying AI systems in production. Qualifications, references and detailed credentials are shared directly in the first conversation.

Bring the problem, not a brief.

The first conversation is thirty minutes and costs nothing. Bring the constraint you’re actually under. If AI isn’t the answer, or the return doesn’t justify the programme, you’ll be told that in the same thirty minutes.

hello@anaiweb.com