Define the work before the handover
A task described as ‘manage the books’ leaves too many decisions unstated. A useful handover names the accounts in scope, the source documents, the expected output, the deadline and the person who reviews the result.
Start with a bounded process that is already understood. Document what happens when information is missing or a transaction falls outside the agreed rules. Those exceptions deserve a route back to an accountable person.
Keep decision rights visible
Preparation, review and approval are different responsibilities. Record who owns each one, including which decisions remain with the client and which can be handled within the delivery team.
Make this practical: a payment approval, an accounting judgement and a routine reconciliation should each have a clear owner. Access should follow the responsibilities of the role, with the client retaining control of its systems and approvals.
Agree a working rhythm
Teams in different locations need a shared view of what is ready, what is blocked and what needs a decision. A short handover note can cover completed work, open questions and the next deadlines.
Agree how urgent issues are raised and which questions can wait for the regular review. Keep supporting documents and review comments in the agreed workspace so the process does not depend on one person’s inbox.
Expand after the process settles
Review the initial process with the people who prepare, review and use its output. Look at recurring exceptions and unclear handovers before adding more work to the scope.
A delivery model works best when expectations are visible on both sides. Clear ownership, a documented process and regular feedback give the team a stronger foundation than a broad promise to take everything off someone’s desk.
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