WPP and VML

WPP is one of the world's largest creative and marketing services groups, operating across more than 100 markets with approximately 100,000 employees globally. Over many years, growth through acquisition had helped the business expand successfully, but it had also created significant organisational complexity, fragmented operating models and duplication across support functions. In North America alone, around 30 finance, HR and client operations systems were being used across WPP's creative agencies.  

To enable post-merger integration and improve operational efficiency, WPP launched a multi-year transformation to simplify and standardise core business processes. The programme aimed to establish a common platform and operating model for its largest creative agency business in North America.  

However, as delivery progressed, a combination of programme challenges and the disruption caused by COVID-19 raised concerns around governance, solution design and data readiness. The company engaged Berkeley to undertake an independent review of the programme and provide recommendations to help restore confidence and improve delivery.  

Providing Workday programme recovery and delivery leadership 

Berkeley's initial role was to assess the programme's health and provide practical recommendations to improve deliverability and maximise business value. Following this review, we advised WPP to refine its strategic objectives, develop a minimum viable product approach and establish a shared services capability to support future operations.  

Following the assessment, WPP asked Berkeley to remain and take on hands-on leadership roles within the transformation. Acting as a trusted extension of the client team, Berkeley consultants embedded into key programme leadership positions, including Programme Director responsibilities.  

Working alongside business leaders, implementation partners and operational teams, we helped strengthen programme governance, improve decision-making and align delivery around clear business outcomes. Our role extended beyond programme recovery into the successful execution of a large-scale finance and operational transformation. 

As WPP's transformation evolved, Berkeley continued to provide leadership through a major organisational change: the merger of two of the group's largest creative businesses to form VML. We helped plan and deliver the migration of people, customers, financial operations and reporting structures onto the Workday platform while maintaining business continuity. 

Enabling finance transformation and operating model simplification at scale 

The programme delivered a standardised finance and client operations platform across WPP's largest creative operating unit in North America, significantly reducing operational complexity and aligning core processes across agencies.  

Leaders gained greater visibility of resources, utilisation and billability, alongside improved insight into accrued, deferred and work-in-progress revenue. The organisation also achieved stronger purchase order discipline, more accurate revenue recognition and increased confidence in financial reporting.  

Operational performance improved through faster invoicing and vendor payment processes, helping strengthen cash flow management and supplier relationships. Better budgeting and cost management capabilities also supported more informed decision-making across the business.  

The transformation contributed to the creation of a more efficient shared services operating model and established a scalable platform capable of supporting future change. Following the initial implementation, Berkeley continued to support the integration of additional agencies and business units, helping WPP expand the platform while maintaining business continuity.  

Perhaps most importantly, the programme left WPP with a repeatable deployment model and stronger internal capability to sustain future transformation independently, creating a foundation for ongoing enterprise simplification and growth.