Many financial leaders lack strategies to make the timely fiscal reporting needed for business to obtain profitability, competitive advantage, and sustainability. The purpose of this single case study was to explore successful strategies used to complete efficient closing cycles to evaluate performance and support business decisions. The conceptual framework for this study was process improvement and the theory of constraints. Data were collected from semistructured interviews with 5 purposively selected leaders; data were supplemented with information from the organization's website and print materials. Financial leaders who had developed successful strategies to complete timely financial statements were selected to participate in the study from a U.S. healthcare organization. Data were analyzed using Yin's 5-step approach, which included examining, categorizing, tabulating, creating a data display, and testing the data. Transcript review validated that emerging themes were in alignment with participant experiences. Four major themes emerged from data analysis: provide training and professional development, promote teamwork, engage in effective communication, and use information technology. Social change implications include potential process improvement in hospitals that could provide insight into specific system processes that contribute to the rising cost of global healthcare. Financial leaders achieving increased profitability through process improvement could enable administrators to make financial contributions to their communities, expand to new markets, and create new employment opportunities.