contact Search
Search
Service

Finance strategy and operating model

Operational complexity and near-term priorities can often restrict the finance function from acting as a true commercial partner and growth enabler. Berkeley’s finance strategy consulting services can help you develop the right operating model and put finance at the heart of your business.

Finance strategy consulting: breaking the cycle

The stakes are high for a finance function. Getting things wrong can have serious finance, reputational and legal consequences – both for the organization and for individual directors and board members.

The finance function can be a hub for systems and data complexity, with each passing year creating a growing legacy of unnecessary complication at the heart of your operation. An evolving corporate regulatory environment also introduces a steady flow of new and non-negotiable requirements that must be accommodated alongside changing needs from within the business.

As a result, the finance function often adopts a defensive and risk-centric approach – doing the basics well and staying in its lane. While this is necessary and valuable, it restricts the function’s ability to enable growth.

Berkeley can help you develop a finance strategy and operating model that breaks this cycle and gives your organization the necessary capabilities and commercial credibility.

The Berkeley Partnership consultants remained focused but definitely moulded themselves to be part of the team - this was a real positive.”

Head of Analysis & Insight, a financial services organisation

The right finance operating model

Our consultants can help you assess what your finance function should look like, in terms of your organization and capabilities, systems and data, and relationships with other areas of the business. We can help you make the right choices, balancing your corporate and fiduciary accountabilities with commercial opportunity.

Finance strategy consulting that offers choices

Our approach to developing your finance strategy and operating model will give you a clear, transparent set of options on how to achieve the outcomes you want. We understand your needs and look to carefully balance risk, cost, pace and business priority.

Finance strategy consulting: your future capabilities

Partnering with Berkeley will give you a clear view on the new and additional capabilities required to support the next chapter of the finance story. This is likely to include skills and disciplines in change leadership, commerciality and technology that may not exist within the function today.

More than just finance consultants

Berkeley has deep finance consulting knowledge but we are so much more than just finance consultants. As transformation experts who specialize in helping organizations under the most complex, challenging and high-stakes circumstances, we can advise you on change in the context of your broader operation and organization. We bring you a fresh perspective, creativity and constructive challenge to solve real life problems.

Our approach of bringing small, experienced teams means we act as trusted partners to your leadership team, with hands-on partner involvement in every project. Our clients tend to embed our highly experienced consultants in selected strategic roles within their organization, where we make a real difference and transform their ambitions into results.

Finance has a natural position at the heart of a business.  It can be a valuable commercial partner and enabler of growth, but operational complexity and an evolving compliance agenda often hinder its true potential. Berkeley can help you clarify your finance strategy and target operating model, the options on how to get there, and the new skills and capabilities that you will need.”

Jonathan Kennedy, Partner

Clients often ask us…

Question 1

We spend 80% of our time looking backwards and managing risk. How can the finance function become a better commercial partner to the business?

Question 2

How can we leverage new and emerging technologies to make us a more efficient and effective function? How do we adopt automation, and data analytics and visualization?

Question 3

I don’t want an expensive, multi-year, high-risk ERP journey but how can we address our complex legacy systems and data environment?

Question 4

What finance skills and capabilities do we need for the future and how can we attract and develop the right people?

Question 5

We are part way through a finance transformation program but are struggling and don’t know what to do – how do we ensure the program is still aligned to what the business needs?

Question 6

How do we integrate our finance functions after acquisition and avoid duplication of work?

Question 7

How do I convince the business unit leaders on the benefits of centralization and standardization?

Lead Partner

Jonathan Kennedy, Partner