The Acta journey
Start with Acta leadership. Build your team's lasting capability.
An engagement is designed to end with your team running the function. Acta's involvement is heaviest at the start and reduces deliberately. The platform stays throughout, and afterwards.
Discovery
Understand the environment before proposing anything. What systems are in use, how the work is performed today, who performs it, what reporting the business depends on, and what the function actually needs. Discovery ends in findings and a recommendation, and whatever follows is scoped from what it found.
Discovery is the entry point on every page of this site and its terms are undefined. Required: the deliverables, how long it takes, whether it is paid and on what basis, and what a customer is committing to by starting it.
Establish
The finance lead takes the seat and the platform deploys into your environment underneath them. The close, the reporting, the cash forecast, and the recurring operations are rebuilt to a standard and documented while they run. This is the stage where the numbers start agreeing with each other.
Implementation scope, the split of responsibilities between Acta and the customer, the review cadence, and what evidence demonstrates the foundation is working.
Train and transition
Your people learn the function as it actually runs, supervised, with the documentation produced in the previous stage as the curriculum. They operate it while Acta is still accountable, so mistakes happen with a safety net rather than after handover.
The current material describes two different models. One has the customer hire a new controller during the engagement whom Acta trains. The other has Acta train the customer's existing finance staff. These are different offerings with different risks, and this page cannot be written until Justin picks one. Also required: training content, what handover produces, and the readiness criteria that decide when the stage ends.
Sustain and advance
Your team owns and runs the function. The platform continues operating inside your systems. Acta remains available to keep it current and to take on new automation as the business changes.
The continuing commercial relationship, including whether it is a subscription or a retainer, what support is included, and how new work is scoped and priced.
Who owns what, and when.
The single most useful thing this page can answer.
| Discovery | Establish | Train and transition | Sustain and advance | |
|---|---|---|---|---|
| Accountable for the numbers | Your current team | Acta CFO | Acta CFO | Your team |
| Runs the recurring work | Your current team | Acta AI | Acta AI | Acta AI |
| Approves and signs | Your current team | Acta CFO | Shared, moving across | Your team |
| Owns the deployment | Not yet deployed | You, in your systems | You | You |
| Line management of staff | You | You | You | You |
This table is drawn from how engagements have actually run, not from an approved responsibility matrix. Every cell should be confirmed before publication, and the ownership row depends on the licensing question still open on the platform page.
Moving between stages.
Stages end when agreed criteria are met, not on a date. A transition that happens before the team is ready is not a transition.
The readiness criteria for each gate. Also the honest answers to the questions buyers will ask: what happens if hiring is delayed, what happens if the team is not ready, what continuing help is available, and how additional work is handled. These should be answered plainly rather than avoided.
It starts with Discovery.
One conversation about where the finance function stands today.