M&A Integration · Holiday homes
Two holiday-homes operators, one finance function
Challenge
A Dubai group acquired a second holiday-homes operator. Two finance teams, two charts of accounts, two sets of owner agreements and two reporting rhythms now had to answer to one board — while daily operations across hundreds of units carried on uninterrupted.
Strategy
Rather than force one system onto the other, we designed a single target operating model first: one chart of accounts built for group consolidation and unit-level profitability, one owner-statement format, a common reconciliation standard for platform payouts, and a unified budgeting and FP&A cycle — with compliance (including AML controls), transfer pricing for intra-group charges and e-invoicing readiness built into the model rather than bolted on later.
Execution
Led the finance workstream end to end — mapping legacy ledgers, harmonising revenue recognition across differing owner contracts, rebuilding OTA and direct-booking reconciliations, digitising core finance processes as part of the group’s wider digital transformation, documenting intra-group service charges for transfer pricing, embedding AML and compliance checks into onboarding and payments, and retraining both teams onto the shared processes.
Result
One consolidated finance function reporting on a unified basis — group consolidation, a single budgeting and FP&A rhythm, unit-level visibility across the merged portfolio for the first time, and a compliance posture (AML, transfer pricing, e-invoicing) the board could stand behind.
- Group consolidation on a single reporting basis — no missed month-end
- Unified budgeting & FP&A cycle across the merged group
- Unit-level P&L visibility across the combined portfolio
- Owner reporting standardised on one format
- AML & compliance controls embedded in day-to-day finance
- Digital transformation of core finance processes
- Transfer pricing documented for intra-group charges
- E-invoicing readiness built into the target model