GBS FP&A Operating Model (Consultant)

Job description

About Finance Reinvention Partner Accenture’s Finance Reinvention Partner helps CFOs and finance leaders reinvent how finance creates and protects enterprise value—bringing together strategy, operating model, data, AI and technology to improve performance, insight, control and execution. In the UK and Ireland, the practice combines finance strategy and transformation capabilities with the enterprise platforms that enable them, including SAP, Oracle, Workday and enterprise performance management solutions. Our GBS and Operating Model team helps clients design and implement how finance and other enterprise services should be organised and delivered across retained functions, Global Business Services, Global Capability Centres, Centres of Excellence and external service providers. We support the full transformation journey—from strategy, value case and target operating model through detailed design, mobilisation, implementation, service management and continuous improvement—embedding data, automation and AI to create scalable, resilient and value-led operations. Why this role This role redesigns how FP&A services are organised and delivered across corporate FP&A, business-facing finance, GBS/GCC and Centres of Excellence. You will help clients create a scalable model that standardises repeatable planning, reporting and insight production while preserving the business proximity, judgement and accountability needed for effective decision support. What you'll bring Relevant FP&A and operating-model transformation experience. At least 4 years’ relevant experience across FP&A, business finance, finance transformation, GBS/GCC or consulting, with evidence of leading a significant FP&A operating-model, planning, reporting or performance-management workstream from assessment and design into implementation readiness, adoption or transition. Practical FP&A and business-finance depth. Strong understanding of strategic planning, budgeting, rolling forecasting, scenario and driver-based planning, management reporting, KPI and value-driver frameworks, performance reviews, variance and root-cause analysis, insight generation and finance business partnering. You understand how these capabilities support commercial and operational decisions—not simply how the processes are executed. GBS and operating-model design. Experience analysing activities and determining how work should be distributed across corporate finance, business-unit teams, finance business partners, GBS/GCC, Centres of Excellence and external providers. You understand service scope, retained-versus-delivered boundaries, governance, roles, decision rights, organisational interfaces, demand and capacity, service measures and transition implications. Technology and data fluency. You understand how enterprise data, EPM platforms, ERP, analytics, reporting, workflow and AI shape the FP&A operating model. You can assess implications relating to planning dimensions and hierarchies, business drivers, common definitions, data ownership, quality, integration, access, reporting and governance Automation and AI operating-model judgement. You understand relevant applications such as forecast generation, scenario modelling, variance and root-cause analysis, anomaly detection and narrative reporting. You can assess where automation or AI can support or perform activities, where human judgement and accountability must remain, and how roles, skills, controls, transparency, exception handling and review requirements should change. Delivery and adoption. Ability to lead workshops, requirements, process and operating-model design, solution traceability, testing and business readiness, training and adoption as part of an EPM or finance transformation. Client, team and sector capability. Strong facilitation and presentation skills, analysis, process-mapping, documentation and stakeholder management; confidence in contributing in client workshops and owning defined deliverables; and experience in Consumer Goods & Services, Utilities and/or Energy. What you'll be accountable for Assess the current FP&A operating model and service portfolio, including the FP&A mandate, activity taxonomy, planning and reporting cycles, organisation and capacity, cost, performance, stakeholder needs, process variation, hand-offs, data dependencies, enabling technology and the root causes of operational pain. Develop target service-scope and activity-placement options across corporate or group FP&A, business-unit and regional FP&A, finance business partnering, GBS/GCC, Centres of Excellence and external service providers. Use evidence to assess scalability, business proximity, judgement requirements, value, risk and implementation dependencies. Design the target FP&A operating model, covering service scope, roles and accountabilities, decision rights, governance, organisational interfaces, service catalogues, demand and capacity management, location and sourcing implications, required capabilities and outcome-based performance measures. Define how FP&A teams will work together across the end-to-end service, including the interfaces between central FP&A, business-facing finance, GBS analytical teams, capability owners, data teams and technology specialists. Establish clear hand-offs, engagement routes, escalation paths and decision forums. Define the standardisation and service-delivery requirements for core FP&A activities, including strategic and annual planning, budgeting, rolling forecasting, scenario analysis, management reporting, KPI and value-driver frameworks, performance reviews, variance analysis and insight production. Assess the implications of data, technology, automation and AI for the future operating model. Determine how these capabilities could change activity placement, roles, capacity, skills, controls, decision rights and the balance between automated outputs and human judgement. Translate operating-model decisions into clear business, data and control requirements for EPM, ERP, analytics, workflow, automation and AI capabilities. Work with data, architecture and platform specialists to clarify requirements and maintain alignment through solution design, testing and implementation without owning system configuration. Build the supporting case for change, benefits and implementation roadmap, including workforce and capability implications, transition requirements, sequencing, dependencies, adoption measures and value-realisation indicators. Lead the assigned FP&A operating-model workstream, including client workshops, stakeholder engagement, team outputs, risks, dependencies and quality. Produce executive-ready recommendations and contribute to proposals, points of view and reusable FP&A and GBS assets. Preferred differentiators Experience designing, mobilising or transitioning FP&A services within a GBS, shared-services, GCC or managed-services environment. 4+ years of relevant experience in FP&A, finance transformation, enterprise performance management, GBS or management consulting. Experience redesigning the relationship between central FP&A, business-unit finance, finance business partners, GBS analytical teams and Centres of Excellence. Exposure to integrated business planning, enterprise-wide planning, strategic planning, capital-expenditure planning, workforce planning, profitability analysis or commercial performance management. Experience using benchmarking, process analysis, planning-cycle metrics, capacity analysis or process-mining techniques to identify operating-model and service-improvement opportunities. Exposure to advanced analytics, predictive forecasting or AI-enabled FP&A use cases, with an understanding of their implications for people, governance, controls and decision-making. Experience supporting service transition, capability development, change adoption, benefits realisation or implementation readiness as part of an FP&A or finance transformation. Experience operating in a multi-cou