Finance and Accounting

We deliver end-to-end Finance, Accounting, and HR process solutions that enhance efficiency, ensure accuracy, and drive measurable cost savings across industries.

JTP PROVIDES FINANCE AND ACCOUNTING (F&A) AS WELL AS HUMAN RESOURCE PROCESSES ACROSS ALL INDUSTRIES.

JTP has built a specialized expertise in financial services, insurance, healthcare, retail, logistics, and telecommunications. In making the decision to move their corporate and/or transactional F&A processes to JTP, our clients increase efficiency and significantly reduce cost.

SERVICES PROVIDED:

The end-to-end F&A processes JTP provide are combined with call center services to deliver superior customer and vendor support as well as risk management and continuous improvement programs to further enhance quality and efficiency.

OUR SERVICE OFFERINGS ON RPA INCLUDE:

  • RPA consultancy services
  • Build and implement RPA solutions for the contact center back office / IT/IMS service management space
  • Build and implement UiPath/ Desktop and automation in the front office operations
  • Provide operations support for all the types RPA solutions
  • Any repeatable task or rule-based activity can be automated through RPA
  • It is easy to implement and takes lesser cycle time to implement
  • ROI can be achieved in less than a year
  • Repetitive and rules based
  • Saves structured data sets
  • Process is documented and standardized in practice
  • There is more staff time freed to complete the process
  • Data input is prone to human error
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THE SOLUTION

In JTP’s view, the truth lies somewhere in between the two extremes. RPA is neither a magic potion nor an empty promise. It’s true that every circumstance and exception in a complex process cannot be coded into robotics software. However, the intersection of multiple process improvement techniques point to a potent technology with material benefits when implemented judiciously. In the first trend, the drive for process improvement in AP has led to increasingly standardized processes, creating conducive coding capabilities. The second trend shows a larger wave of automation across business processes, which has resulted in several players rolling out robotic technologies that are well suited to AP.

Typical Processes Managed by RPA:

Innovation and Best Practices

Our programs foster innovation and best practice sharing. We developed a culture of documenting and sharing ideas and best practices within the company.

Transformation

We have deep experience in improving processes through automation tools, ERP optimization, benchmarking tools, and frameworks for innovation, change management, and business process re-engineering.

Industry-specific Services

We understand the nuances of F&A requirements in every industry, and hence deliver industry-specific services in verticals spanning insurance, media, retail, manufacturing, shipping and logistics, telecom, travel, and utilities.

Automation Capabilities

We leverage our strong automation capability (RPA) and constantly look for business cases to automate using our proprietary frameworks delivering business efficiencies and outcomes.

Scale of Operations

Our depth of experience also encompasses process improvements through tools and ERP optimization based on our work with more than 30 clients.

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JERSEY TECH PARTNERS’ THOUGHTS ON RPA:

  • The Bottom-line first: RPA satisfaction is a lot higher when the motivation and mentality is one of process improvement, not cost elimination.
  • The main issue with RPA, in today’s market, is this misconception that customers will make significant headcount reductions in the short term.
  • With outsourcing, the cost savings are staged carefully over a 5-year engagement as work is moved to cheaper locations; better technology and processes are introduced, in addition to automation, and the processes are ramped over time to allow for work to go down, ultimately with less people.
  • Simply planking RPA and not having a broader plan to transform the work, pulling several value driver levers, in addition to the patching of processes and digitization of manual work, will likely result in a mismatch between expectations and reality.
  • RPA needs to form part of a broader strategy to automate and transform work, where people, processes, analytics tools, SaaS platforms, outsourcing models and carefully developed governance processes are intrinsically woven as part of the broader transformation agenda.
  • Customers must take a more transformative view that if they can free up 50% of an employee’s time, they need to focus on refocusing him/her into an alternative activities. That is where the value is.