Your challenges · Sharing support functions
What if your support functions were shared?
IT, purchasing, human resources, finance: what no organisation can afford on its own, several can share. It is our core business.
Free scoping workshop, then from 510,000 XPF excl. tax
What we see
Sharing support functions: what is at stake.
Every entity in a group, every member of a network, every local authority repeats the same tasks with its own resources. The result: duplicated costs, scarce skills that are impossible to find, and dependence on one or two people.
We start with a free scoping workshop: two hours with management to find out whether sharing support functions is worth it for you. If it is, we cost the scenarios, entity by entity.
What we bring
- An outside view, with no habits and no filter
- The experience of a business leader who founded, grew and then sold a company
- Fixed prices, in writing before we start
- Written decisions, at every step
employees on average per private employer in New Caledonia in 2025: 55,880 employees across 9,140 employers. Few can afford a finance or IT director on their own.
in private employers over two years in New Caledonia. Fewer businesses, scarcer resources: sharing becomes a strategy.
Average calculated by BFO Partners from Isee figures.
Our view
Sharing, on three levels.
Sharing purchasing
Pooling volumes to negotiate better terms: supplies, insurance, telecoms, software.
Sharing skills
A finance director, an IT manager, a legal adviser, shared part-time between several organisations.
Sharing a services centre
A joint team that handles payroll, accounting or IT support for everyone, with written service levels.
“Share before you are forced to: better to share by choice than to merge out of necessity.”
Your needs
Your situation, our advice.
Each situation calls for its own option. Here is what we recommend, depending on what you are looking for.
Would you like to know whether shared services are worth it?
- Which functions should we share, and which should we keep?
- What do they cost today, entity by entity?
- What gains can we expect, and how soon?
Would you like to set up a shared services centre?
- Which legal structure, which governance?
- How do we split costs fairly?
- How do we write the service levels?
Would you like to bring your teams on board?
- How do we reassure those whose jobs change?
- Who steers, and how do we measure?
- How do we stay close to the front line?
CAP COMMUN · step 5, share
The options
A diagnostic to start with, then an engagement, monthly support, or both. Fixed prices, in XPF excluding tax.
Diagnostic
The shared services study
510,000 XPF excl. tax
5 days
- The scope: which functions, which entities
- Three costed scenarios, from the simplest to the most integrated
- The expected gains and their timeline
- A scoping note for the board to decide on
Engagement
Setting up the shared services centre
From 1,440,000 XPF excl. tax
15 days or more, tailored
- The target: organisation, tools, written service levels
- The business plan and the allocation of costs between entities
- Governance between members
- The choice of shared tools
Support
Monthly steering
192,000 XPF excl. tax / month
2 days a month · 12-month commitment
- The monthly steering committee, prepared and followed up
- Gains tracked, entity by entity
- Service levels measured and adjusted
- The next functions to share, when the time comes
The diagnostic is deducted from the engagement if it follows within thirty days.Groups and networksCompare all services on the Pricing page
In practice
What happens during the shared services study
Before · The free workshop
Two hours to find out whether the study is worth it.
Days 1 to 3 · Fieldwork
Interviews in each entity, review of costs and tools.
Days 4 and 5 · The scenarios
Costing, comparison, scoping note.
Example engagements
What does an engagement look like?
Example engagement
A network of five associations in the same sector
- The situation
- Each runs its own payroll and accounts, often with a single part-time person.
- Our response
- The scoping workshop, then the shared services study: current costs, scenarios, governance.
- The goal
- An informed decision, backed by figures.
Example engagement
A group of four companies
- The situation
- Four IT set-ups, four telecoms contracts, four ways of doing things.
- Our response
- A shared services centre for IT and purchasing, set up in stages.
- The goal
- A single point of contact and shared costs.
Typical situations, built from frequent requests: they show how we work; they do not describe real clients.
Frequently asked questions
Where do I start?
With the diagnostic. It is the first step, at a fixed price, and it ends with a written decision. Its price is deducted from the engagement if it follows within thirty days.
Engagement or support?
An engagement builds something specific, in one go: a plan, an organisation, a dossier. Support follows you every month to hold the course. Many clients go on from one to the other.
Can I stop the support?
It is a twelve-month commitment, billed monthly, and it never renews automatically: at the end, you decide.
Do all the entities have to agree?
No. We start with those that are ready; the others join when they see the gains.
Who hosts the services centre?
One of the group’s entities, a dedicated structure or a consortium: the study compares the options and their effects.
And between independent businesses?
That is the Alliance: the same approach between non-competing peers, and the cost of the study is shared.
Insights
Our insights on the subject.
Let’s talk about your project
Tell us where you stand: a reply within 24 hours, from Nouméa. The first conversation commits you to nothing.
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