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Six Person Audit Pilot Grows to Approximately 205 Professionals Across Multiple Services
BCT Consulting expanded a focused audit engagement into a broad delivery partnership through consistent quality, shared performance tracking and an adaptable operating model.
Client
Challenge
A shortage of qualified accountants and other skilled professionals constrained the talent available to support the firm’s expansion. The firm needed additional capacity and greater flexibility for its domestic teams, including more opportunities to focus on higher-value advisory work.
The delivery partner needed to meet the firm’s quality expectations and integrate with its working practices. As client data had historically remained in the US, an offshore model also had to establish confidence around security, collaboration and trust.
The challenge extended beyond adding people. The firm needed a model that could support different service lines, adapt through successive busy seasons and provide a shared view of performance. Scaling the team required consistent delivery and clear governance as responsibilities expanded.
The delivery partner needed to meet the firm’s quality expectations and integrate with its working practices. As client data had historically remained in the US, an offshore model also had to establish confidence around security, collaboration and trust.
The challenge extended beyond adding people. The firm needed a model that could support different service lines, adapt through successive busy seasons and provide a shared view of performance. Scaling the team required consistent delivery and clear governance as responsibilities expanded.
Solution
BCT Consulting began in 2021 with a six-person team working alongside two of the firm’s partners on 10 benefit plan audits. This controlled pilot allowed both organisations to assess delivery quality, day-to-day collaboration and the suitability of the operating model before expanding the engagement.
Following the pilot, BCT Consulting broadened support into financial statement audits, tax return preparation, client accounting services and consulting. The team grew to approximately 45 professionals during the first busy season and exceeded 100 within six months.
The operating model evolved with the workload. BCT Consulting and the firm moved from a centralised structure to a distributed model and then towards a hybrid approach, applying lessons from each busy season to how teams were organised and work was delivered.
BCT Consulting aligned performance measures with the firm’s internal tracking systems. Quantitative metrics and qualitative feedback gave both teams a common view of delivery, supported metric reconciliation and helped identify areas for improvement.
Accounting expertise was supported by BCT Consulting’s Radar360 platform, tax preparation and compliance software, workflow tracking, and document and workpaper management tools. Collaboration platforms enabled regular coordination between onshore and offshore teams. Together, these capabilities supported an engagement that expanded across audit and assurance, tax, client accounting, advisory, project management and business support.
Following the pilot, BCT Consulting broadened support into financial statement audits, tax return preparation, client accounting services and consulting. The team grew to approximately 45 professionals during the first busy season and exceeded 100 within six months.
The operating model evolved with the workload. BCT Consulting and the firm moved from a centralised structure to a distributed model and then towards a hybrid approach, applying lessons from each busy season to how teams were organised and work was delivered.
BCT Consulting aligned performance measures with the firm’s internal tracking systems. Quantitative metrics and qualitative feedback gave both teams a common view of delivery, supported metric reconciliation and helped identify areas for improvement.
Accounting expertise was supported by BCT Consulting’s Radar360 platform, tax preparation and compliance software, workflow tracking, and document and workpaper management tools. Collaboration platforms enabled regular coordination between onshore and offshore teams. Together, these capabilities supported an engagement that expanded across audit and assurance, tax, client accounting, advisory, project management and business support.
Impact
The engagement grew from a six-person pilot to approximately 205 active professionals. Its scope expanded from 10 benefit plan audits into multiple accounting, advisory and support functions, giving the firm a broader talent base for its growth plans.
Shared performance tracking established a common approach to monitoring quality and reconciling delivery metrics. As BCT Consulting demonstrated consistency, the firm extended greater responsibility and autonomy to the team.
BCT Consulting professionals became integrated members of the firm’s teams. Client leadership recognised the consistency of delivery and described the relationship as having progressed from a vendor arrangement to a strategic partnership.
The partnership targets 230 professionals by October 2026. The additional capacity supports the firm’s ambition to double or potentially triple its business, while BCT Consulting and the firm are exploring a potential Build–Operate–Transfer or Global Capability Centre model as a future stage of the relationship.
Shared performance tracking established a common approach to monitoring quality and reconciling delivery metrics. As BCT Consulting demonstrated consistency, the firm extended greater responsibility and autonomy to the team.
BCT Consulting professionals became integrated members of the firm’s teams. Client leadership recognised the consistency of delivery and described the relationship as having progressed from a vendor arrangement to a strategic partnership.
The partnership targets 230 professionals by October 2026. The additional capacity supports the firm’s ambition to double or potentially triple its business, while BCT Consulting and the firm are exploring a potential Build–Operate–Transfer or Global Capability Centre model as a future stage of the relationship.
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