June 29, 2026 · 9 min read
Accounting outsourcing today is much more than bookkeeping and preparing reports. Behind a quality service stand dozens of processes, effective collaboration between teams, change management, and constant work on improving internal systems.
We spoke with Ilona Tanova, COO of accounting outsourcing at UHY Prostir, about how her role in the company has changed over the past year, why building processes starts with understanding people, which trends are shaping the development of outsourcing today, and what helps create a service that clients trust for years.
Ilona, a year ago we talked about your work as a Project Manager, and today you are already the COO of accounting outsourcing. How have your role, area of responsibility, and daily challenges changed since moving into the new position?
Over the past year, my role has become more strategic. Whereas I was previously focused on the operational support of individual clients and coordinating my own team, today my role has transformed to cover the coordination of all teams within the accounting department. I also devote a significant part of my time to developing the systemic side of the department: building and improving processes, standardizing them, increasing the efficiency of collaboration between teams, and managing change.
Many people imagine accounting outsourcing as work focused solely on reports and figures. Which part of your work as COO most often goes unnoticed by clients and even colleagues?
The least visible, yet at the same time very important part of the work is building a system that makes it possible to ensure a stable service regardless of changes or external factors. This is about coordination between teams, workload management, the development of internal processes, the introduction of new approaches, and risk management. When everything works well, these processes are almost invisible, but it is precisely they that lie at the core of a quality service for clients.
How do you recognize that a particular process needs to be reviewed or changed?
Usually a process signals on its own that it needs to change. There are several markers I pay attention to. For example, recurring mistakes often indicate that the problem is not with people, but with the process itself, and that it needs to be reviewed. Another signal is delays and overtime while performing routine tasks. This means the process needs to be optimized, and that the current tool or algorithm no longer works efficiently enough and needs updating.
Client feedback is also an important indicator. If misunderstandings arise, we try to look into the situation in detail and find a solution that helps resolve them. We maintain constant contact with clients, taking an interest in how they assess our cooperation and in their suggestions for improving it. This helps us notice potential problems in time and prevent them before they even arise.
For me, it is important not only to respond to problems, but also to analyze the root causes of why they occur.
Are there indicators or signals that help you understand that the department is working effectively?
Yes, of course. One of the key indicators is client loyalty — that is, the level of clients’ satisfaction and trust. When clients work with us for 10–15 years, recommend us to their colleagues, or go through important stages of business development together with us, it shows that they see us as a reliable partner. And that means we are moving in the right direction.
Another important indicator is quality and compliance. This means the absence of penalties for our clients, meeting task deadlines, and the absence of systemic escalations.
No less important a signal for me is the stability of the teams, as well as their level of engagement and proactivity. In our company, long-term cooperation is quite common practice — many colleagues have been working here for 5, 10, and even 15 years.
What usually turns out to be more difficult: setting up a process or finding the right approach to people?
Finding the right approach to people. A process is an algorithm, mathematics, logic. It can be written down, tested, measured, and improved. With people it is much more complex, because every person has their own experience, motivation, working style, ambitions, and concerns.
That is precisely why, for me, management is first and foremost about working with people. Even the best process will not work without a team that understands its value and is ready to support it.
What does quality client service in the field of professional services mean to you?
For me, quality service is when a client receives not only an answer to their question, but also confidence that their business is in reliable hands. It is about proactivity, responsibility, open communication, and a willingness to look for solutions even in non-standard situations.
Which principles or personal qualities help you build long-term relationships with clients?
First and foremost, honesty and responsibility. A business can forgive a technical mistake if it is corrected promptly and openly, but it will never forgive concealing information or manipulation. Long-term partnerships are built when a client sees that you are interested in their result just as much as they are. It is important not to promise the impossible, to be open in difficult situations, and to always honor the commitments you have made.
In your work, you sometimes have to talk about difficult things. How do you approach conversations with clients when you need to communicate a problem or unpleasant news?
I am convinced that difficult issues need to be discussed openly and in a timely manner. It is important not only to state the problem, but also to propose possible ways to resolve it. Clients react far better even to unpleasant news when they see a professional approach, transparent communication, and a willingness to take responsibility for the result.
How do you find the balance between controlling processes and trusting the team?
The balance is built on the transparency of the system. If we see that certain processes need to be optimized or changed, then instead of resorting to micromanagement and controlling every step, we introduce clear rules, standards, and SOPs.
Right now we are at the stage of developing a number of SOPs and expect positive results from their implementation. Having clear rules and standards gives more grounds to trust the team’s work.
At the same time, trust is formed when these rules are followed and the team remains proactive and shows initiative.
Which qualities do you value most in people who grow into leadership roles?
First and foremost, responsibility, the ability to make decisions, proactivity, and the ability to work with people. A good leader not only does their own job well, but also helps the entire team achieve results.
In your opinion, what distinguishes a strong specialist from a future leader?
A strong specialist focuses on their own result. A future leader begins to think more broadly: they see the interconnections between processes, take responsibility for the shared result, and think about the development of other people. A leader is ready to share knowledge, is not afraid to delegate, and takes responsibility for the mistakes of their subordinates.
What mistakes do businesses most often make in organizing accounting processes?
Most often, accounting is perceived solely as a reporting function. In reality, well-organized accounting processes are an important source of data for making management decisions. Among other common mistakes are the lack of process standardization, insufficient control over document flow, and untimely or overly complicated communication between departments.
Which trends today most affect the work of accounting teams and the development of outsourcing in general?
The key trend is the total digitalization and automation of routine work. Artificial intelligence and modern ERP systems are taking over the mechanical entry of data. As a result, the role of the accountant is gradually transforming: the share of routine work is decreasing, while demand for analytical skills and tax consulting is growing critically. At the same time, outsourcing is ceasing to be simply “remote accounting.” Today it is increasingly turning into a strategic partner that helps businesses optimize costs and scale safely.
Which professional challenge of recent years has had the greatest impact on your vision of work and management?
For me, that challenge was managing teams and client projects amid constant change. This experience taught me to adapt quickly, make decisions under uncertainty, and build processes that remain effective even when external circumstances change very rapidly.
What brings you the most satisfaction in your work today?
The greatest satisfaction comes from seeing the results of the development of people and processes. When the team becomes stronger and clients receive a quality service thanks to systemic changes, it gives the strongest sense of the value of the work done.
What motivates you to stay with the company and develop the department for more than 10 years now?
Sometimes it is hard to realize, but I have been working at the company for 12 years now. These have been very interesting and eventful years. It is here that I took shape as a professional.
For me, it is very valuable to be able to influence the development of the business, implement new ideas, and work alongside a professional team while constantly feeling support, trust, and mutual understanding. When the whole team is “on the same wavelength” and gives its maximum to achieve a great result, that is truly motivating.
The company is constantly developing: its scale, tasks, and challenges keep changing. There is always something new here that inspires you to move forward and keep growing together with the team.
A few years from now, looking back, what would you like to consider your main contribution to the development of the company and the team?
I would like to see the company as a powerful, resilient ecosystem that scales easily to hundreds of clients thanks to a strong operational foundation that I had a hand in building.
Interviewed by Kateryna Bohdan
