In Part Two of our Scaling AP Without Scaling Complexity webcast article series, we dive deeper into the AP transformation at FirstCash.
Before organizations realize the benefits of automation, artificial intelligence, or modern finance technology, they must first establish the right operational foundation. While software often receives the most attention during an AP transformation, the reality is that technology alone rarely drives lasting change. Success depends on disciplined planning, clearly defined processes, strong governance, and a commitment to change management. Those themes emerged repeatedly during Ardent Partners’ webcast, “Scaling AP Without Scaling Complexity,” featuring Andrew Bartolini, chief research officer for Ardent Partners; Nick Nolan, U.S. controller for FirstCash; and Noel Landis, manager, bill pay specialists for Ramp, that offered valuable lessons for finance leaders preparing for their own transformation journeys.
One of the most important decisions FirstCash made occurred long before implementation began. Rather than immediately selecting technology and attempting a company-wide rollout, the finance team spent considerable time evaluating potential solutions, identifying business requirements, and designing future-state processes. According to Nolan, this upfront planning allowed the organization to move through implementation with greater confidence while minimizing disruption across the business. That planning process included evaluating how invoices would flow through the organization, determining approval structures, identifying stakeholder requirements, and understanding how individual departments would interact with the new platform. Instead of allowing technology to dictate new processes, FirstCash built workflows that reflected the organization’s operational goals. This distinction may seem subtle, but it often separates successful transformations from projects that struggle with adoption after deployment.
Equally important was recognizing that accounts payable affects nearly every department within the organization. Although AP resides within finance, invoice approvals, purchasing decisions, vendor relationships, and payment timing involve stakeholders throughout the enterprise. Nolan emphasized the importance of including those groups early in the planning process rather than developing new workflows in isolation.
Seeking input from department leaders before implementation produced several benefits. Stakeholders gained a better understanding of upcoming changes, finance collected valuable operational feedback, and the organization built broader support for the initiative before employees were asked to adopt new processes. This collaborative approach helped reduce resistance while creating a stronger sense of ownership across the business. Those efforts dovetailed into a form of change management that proved equally critical throughout the implementation process. Every transformation introduces uncertainty, particularly when employees are asked to abandon familiar routines. Finance professionals often worry about learning new systems, while business users may question whether new approval processes will create additional work or slow down operations.
Don’t Expect Immediate Gratification
Rather than expecting immediate perfection, FirstCash encouraged flexibility throughout the rollout. Nolan advised organizations to recognize that processes will evolve after implementation. Teams should remain open to refining workflows as they gain experience instead of assuming every decision must be finalized before launch. That mindset allowed FirstCash to continuously improve its processes without delaying the overall project.
Another important lesson involved sequencing the implementation carefully. Instead of attempting to convert every department simultaneously, FirstCash deliberately selected accounting and legal teams as its initial rollout groups. These departments maintained close relationships with vendors, making it easier to validate payment notifications, review remittance information, and quickly resolve any issues that emerged during early testing. Beginning with smaller, familiar groups also allowed finance employees to become comfortable with the platform before training larger operational teams. By the time implementation expanded across the organization, the AP team had developed practical experience, refined documentation, and gained confidence in supporting new users. This phased approach significantly reduced organizational risk while creating a smoother transition for employees.
Explore and Prioritize New System Outcomes
Landis reinforced another valuable recommendation for organizations implementing new finance technology. Rather than trying to solve every possible scenario before launch, she encouraged companies to focus first on the highest impact vendor relationships and most common business processes. Edge cases and uncommon exceptions can be addressed later as the organization gains experience with the platform. Attempting to design for every possible exception often delays projects unnecessarily while increasing complexity. By concentrating on the majority of invoice volume and critical supplier relationships first, organizations can begin realizing meaningful business value much sooner. Once core workflows are operating successfully, additional refinements can be introduced incrementally.
She also encouraged organizations to spend time actively exploring their new systems. Finance teams should experiment with workflows, test capabilities, and become familiar with available functionality beyond their initial implementation plans. Developing internal expertise reduces dependence on vendors while enabling organizations to discover additional opportunities for process improvement over time.
Remember, however, that technology is only one component of successful transformation. Sustainable improvement begins with thoughtful governance, careful planning, cross-functional collaboration, and a willingness to continuously refine processes after implementation. Organizations that prioritize those foundational elements position themselves to achieve greater operational efficiency while creating finance organizations capable of supporting long-term business growth. As automation and AI continue reshaping accounts payable, the organizations that achieve the greatest success will not necessarily be those that implement technology the fastest. They will be the ones that combine modern platforms with disciplined execution, organizational alignment, and a commitment to continuous improvement. Those principles provide a blueprint for building an AP function that delivers lasting strategic value across the enterprise.
Read Part One here.
