With the right strategy and preparation, a technology overhaul can be a game-changer. At the British Columbia Lottery Corporation (BCLC), CFO Alan Kerr is leading a finance and corporate services transformation aimed at optimizing operations, driving growth, and reinforcing the company’s commitment to social responsibility.
A Vision for Finance Transformation
Since joining BCLC in 2020, Alan Kerr, who also serves as the Vice President of Finance and Corporate Services, has focused on modernizing the company’s enterprise resource planning (ERP) system. The goal is to streamline financial processes, improve supply chain management, and enhance corporate services.
Historically, IT investments at BCLC were centered on revenue-generating functions, but Kerr saw an opportunity to strengthen back-end operations. By transferring enterprise ERP accountability from the technology division to finance, his team now has better oversight and can tailor enhancements to meet organizational needs effectively.
Achieving Efficiency and Operational Enhancements
BCLC’s finance transformation has already delivered significant improvements, including:
- Faster Financial Reporting: Streamlined processes have reduced the time required to produce financial statements.
- Procure-to-Pay Optimization: A more efficient procurement process has minimized bottlenecks and enhanced vendor management.
- Legal and Procurement Alignment: Collaboration with legal teams has ensured smoother transitions from procurement to contract finalization, eliminating gaps in accountability.
These enhancements have allowed employees to focus on strategic decision-making, leveraging data insights to support financial analysis and organizational growth.
Shaping a Strategic Growth Mindset
A key outcome of the transformation has been a shift in mindset among employees. The transition to cloud computing and adoption of new technology tools have fostered a sense of progress and engagement. BCLC’s finance team is now better equipped to model investment decisions, helping the organization navigate a competitive and evolving marketplace.
Through a five-year strategic plan, BCLC has identified growth opportunities to revitalize revenue streams. The company is actively investing in initiatives to strengthen its market position while maintaining a strong commitment to player health and corporate social responsibility.
Growth as a Social and Business Imperative
As a Crown corporation, BCLC’s primary competitors are illegal gambling operators that divert revenue out of British Columbia. By focusing on growth, the company can reinvest funds into vital public services such as healthcare, education, and community programs.
BCLC also sees significant potential in AI-driven innovations. The company is exploring AI tools to personalize player experiences and enhance player health programs. By leveraging AI, BCLC aims to identify behavioral patterns that may indicate problem gambling, enabling proactive intervention and reinforcing its commitment to responsible gaming.
BCLC’s finance transformation, led by Alan Kerr, is a strategic initiative that not only optimizes internal processes but also supports broader organizational goals. By enhancing efficiency, driving growth, and prioritizing social responsibility, BCLC is positioning itself as a forward-thinking leader in the gambling industry.
