21% Productivity Increase Across Finance Operations — Without Adding Headcount
A global specialty provider of P&C insurance and reinsurance — specifically, their North American Accounts Payable and Accounts Receivable functions.
Volume was growing — but leadership had no way to measure whether the team could absorb it
The department was tasked with absorbing policy-driven volume growth without proportionally increasing headcount. The teams were working full days, and Collections leaders were consistently requesting additional staff, citing an inability to keep up with daily workload — let alone anticipated growth.
Existing reporting was entirely financial: money in, money out, outstanding payment counts, total SAP transactions. These numbers described the business but revealed nothing about operational performance. Leadership had no visibility into productivity at the department or individual level, no cost-to-serve metrics, and no way to objectively assess whether capacity existed or was genuinely exhausted.
The estimated cost of inaction was $1.5M annually — driven by unnecessary hiring into roles where capacity already existed but couldn’t be measured, and the inability to model workforce requirements against actual workload.
- No productivity baseline0 metricsHigh
- Cost-to-serve unknownNo dataHigh
- Capacity invisible to leadersUnmeasuredHigh
- Hiring requests unvalidatedOngoingMedium
The Collections teams didn’t lack capacity — they lacked visibility into the capacity they already had
Within the first four weeks of establishing data integrations across SAP, GetPaid, Concur, and five other core systems, Bramble built the department’s first trusted operational baseline. What it revealed surprised leadership: the Collections teams — the same teams requesting additional headcount — had significant untapped capacity. The gap wasn’t in staffing. It was in the absence of any metric that could objectively distinguish high performers from the average.
From zero operational metrics to data-driven workforce planning
Bramble connected seven core systems to build the department’s first operational baseline, then provided the visibility that transformed how leadership planned, measured, and managed their finance operations.
Establish Baseline
Bramble integrated with SAP, GetPaid, Concur, AppZen, ImageRight, Outlook, and WorkDay to build a trusted operational baseline across Receivables, Collections, and Accounts Payable — the first time productivity had ever been measured in these teams.
Reveal Capacity
The baseline exposed what leadership suspected but couldn’t prove: Collections teams had meaningful unused capacity. Bramble also identified significant productivity variance between team members, pinpointing high performers whose practices could be shared.
Operationalize the Insight
Armed with objective data, the VP stopped open requisitions, closed hiring plans, and began sharing high-performer practices across the teams. Workforce planning shifted from reactive headcount requests to data-modeled capacity forecasting.
Results measured from the deployment
These are measured outcomes — not projections. Real operational improvements delivered through Bramble.
“I knew we had capacity in these teams — I just didn’t have the right data to establish that as objective fact. Now that we have Bramble, I am not having to constantly bat away hiring requests. The leaders now understand that they can expect more from their team.”
See where your finance operations are losing capacity
We’ll map your AP, AR, and collections workflows, establish a trusted productivity baseline, and show you where capacity exists — so workforce planning is driven by data, not assumptions.
For COOs, VP Finance Operations, and Shared Services Leaders.