Anders Liu-Lindberg

Leading advisor to senior Finance and FP&A leaders on how to succeed with business partnering

Tired of finance being stuck in reporting mode? Wondering how to make your finance team truly influence the business? Need to upgrade your planning, reporting, or business partnering model? You’re not alone, and we’re here to help.

📞 Let’s talk: anders@bpidk.org | +45 2926 6410

Who Am I?

I’m Anders Liu-Lindberg, Partner and CCO at Business Partnering Institute. I work with senior finance and FP&A leaders across Europe to elevate the role of finance. This means greater impact, stronger business partnerships, and more informed decisions through modern planning and reporting practices.

Formerly with Maersk, I’ve spent the last 10+ years bridging the gap between finance and business as a speaker, advisor, content creator, and interim leader. Whether it’s defining a new operating model, redesigning reporting, or leading from within, I bring both vision and execution to the table.

What We Do at Business Partnering Institute

We help companies build finance teams that matter, both inside and outside the room, at the table, and in the decisions. We’re hands-on, shoulder-to-shoulder, and always focused on real business outcomes.

Interim Finance Leadership
Step-in support for critical roles like VP Finance, Business Partner, or Controller, fast onboarding, and full ownership.

Consulting Projects
From planning & forecasting to reporting frameworks and service delivery models, we design, implement, and embed.

Learning & Upskilling
Tailored learning journeys that transform business partners into trusted advisors covering people, business, and leadership skills.

Why Reach Out?

Whether you're gearing up for the next budget cycle, scaling your finance team, or rethinking the role of business partnering, I’d love to hear where you’re headed.

We work across industries and company sizes, always tailoring our approach to your unique context. And we’re proud to see our clients succeed long after we’ve stepped away.

Let’s grab a coffee or set up a call. No pitch. Just a good conversation about finance with more impact.

📞 +45 2926 6410
✉️ anders@bpidk.org

Advisory Board Member

The tides of change are flowing into the finance function which sends the function into the age of 4.0. We say it is "Enabled by tech - Driven by people". 

At Born Capital, we focus on tech enablement and are looking for early-stage startups in what we call #CFOTech that will enable the finance function to become a profit driver. We have a keen interest in FP&A and Business Finance as this is where we see the biggest improvement potential.

Actually, CFOs themselves know this as 71% of them are not happy with the performance of their FP&A team despite significant investments made in the past decade. We will help the office of the CFO get the right tech and tools to step up to the plate and deliver on the expectations of the CEO and other CXOs.

Feel free to reach out if you would like to know more about how we can help your start-up to the next level...

Not all CFOs are the same.
And the best ones aren’t stuck in just one column.
𝗧𝗵𝗶𝘀 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗵𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀 𝘁𝗵𝗿𝗲𝗲 𝗖𝗙𝗢 𝗮𝗿𝗰𝗵𝗲𝘁𝘆𝗽𝗲𝘀:

• Accounting CFO – protects the past
• Business CFO – shapes the present
• Investment CFO – builds the future

Each plays a critical role.

𝗕𝘂𝘁 𝗵𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝘀𝗵𝗶𝗳𝘁 𝘄𝗲’𝗿𝗲 𝘀𝗲𝗲𝗶𝗻𝗴:

Most organizations still hire for Accounting CFO skills…
While expecting Business and Investment CFO outcomes.

That gap creates tension.

Modern CFOs are expected to:
Ensure compliance and drive strategy
Control costs and allocate capital boldly
Protect downside and create upside

The most effective CFOs know when to switch hats.

Sometimes the business needs a controller.
Sometimes a strategist.
Sometimes an investor.

The real skill isn’t choosing one archetype.
It’s knowing which one the company needs right now.

Which archetype do you think is most underdeveloped in finance teams today?

P.S. Finance leadership isn’t about abandoning rigor; it’s about extending it into value creation.

Leading advisor to senior Finance and FP&A leaders on creating impact through business partnering | Interim | VP Finance | Business Finance

Most people don’t fail at financial analysis because they lack skill.
They fail because they skip steps. Agree?

They jump straight to ratios…
Before understanding the business.
They recommend actions…
Before validating the data.

This visual breaks financial analysis into 𝟭𝟯 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝘀𝘁𝗲𝗽𝘀, in the right order.

From gathering financial statements
→ understanding the business model
→ analyzing trends, cash flow, and liquidity
→ all the way to presenting insights and updating them over time.

Financial analysis isn’t a spreadsheet exercise.
It’s a decision-making process.

When even one step is rushed or overlooked, the conclusion becomes fragile.

If you’re an analyst, consultant, founder, or finance student:
Use this as a checklist before your next recommendation.

Clarity beats complexity.
Process beats shortcuts.

What step do you see most people overlooking?

P.S. The best analysts don’t calculate faster, they think more sequentially.

Finance in 2035 won’t be faster spreadsheets.

It will be a different function altogether.

This vision shows the real shift ahead:
Not from finance → tech
But from finance as control → finance as intelligence.

Three changes stand out:

1️⃣ 𝗔𝗜-𝗳𝗶𝗿𝘀𝘁 𝗳𝗶𝗻𝗮𝗻𝗰𝗲
Every task starts with one question:
Can AI do this better than humans?

2️⃣ 𝗔 𝗿𝗲𝗱𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗼𝗳 𝘄𝗼𝗿𝗸
Compliance becomes automated.
Control becomes predictive.
Advisory becomes real-time.

3️⃣ 𝗔 𝗻𝗲𝘄 𝗵𝘂𝗺𝗮𝗻 𝘀𝗸𝗶𝗹𝗹 𝘀𝗲𝘁
Less manual reporting.
More reasoning, judgment, creativity, and influence.

The finance professional of 2035 won’t be valued for producing numbers.
They’ll be valued for interpreting signals, shaping decisions, and guiding direction.

Finance won’t lose relevance.
It will gain responsibility.

The real risk isn’t AI replacing finance roles.
It’s the finance teams waiting too long to redefine them.

Which capability do you think today’s finance teams are least prepared for?

P.S. The future CFO won’t ask “𝘞𝘩𝘢𝘵 𝘩𝘢𝘱𝘱𝘦𝘯𝘦𝘥?”
They’ll ask, “𝘞𝘩𝘢𝘵 𝘴𝘩𝘰𝘶𝘭𝘥 𝘸𝘦 𝘥𝘰 𝘯𝘦𝘹𝘵, 𝘢𝘯𝘥 𝘸𝘩𝘺?”

Metro Metrics LLC

Clients:
SeeMYchild, Roseville, CA
Alliance for Community Development, Oakland, CA
Community Shop Class, Sacramento, CA
Kidzapoolza, Roseville, CA
Disconnect to Reconnect Vets, Orangevale, CA
Dance on the Edge, Sacramento, CA
BreatheCA - Sacramento

Chief Financial Officer

Child Action Inc

Yolo Hospice

The McClatchy Company

Asst. Financial Planning Director

Earth Circle Organics

Controller/Interim CFO

Sacramento Tree Foundation

 Managing of financial and operational controls and metrics, ensuring accurate and timely financial statements, forecasts, and analyses.  Directing all accounting processes accurately and consistently, including accounts payable and receivable, general ledger reconciliation, and accrual accounting duties.  Monitors fiscal aspects of multiple grant funding agreements. Monitors and optimizes cash flow management.

 Completed a mid-year revision of company’s budget, closing a 140K shortfall in Net Income, and creating a 2% increase in revenue.  Using Grant administration, re-structured grant funding to income 16% more General Administrative costs not usually covered by restricted revenue.

 Overseeing all human resources with respect to policy review and implementation, employee law compliance, record keeping, new hire support, staff training, and ongoing cultivation of a healthy, supportive work environment.  Managing in-house computer network in coordination with third party partner. Directing telecommunications system as well.  Oversee facilities with respect to building services and maintenance, lease renewals, vehicle and systems support.

Director of Finance

Wells Fargo

Designed and administered a Start to Finish audit policy and procedure within the organization. Oversaw the auditing of accounting and financial data and managed 10 auditors with project reviews.  Modeled true GAAP financial models to correct 2.5M error for 400 high profile clients.

Sr. Finance Manager (Contract)

private company

Economist (Contract)

Private Company

Controller (Consultant)

Milliman

High sales volume Healthcare IT software company 

Manager of Financial Planning & Analysis/ Corp Budget Manager
	
* Budget, planning and control position, responsible for establishing and coordinating with other directors and VPs regarding budgeting systems and procedures. Head manager for compiling, monitoring, and analyzing a consolidated annual budget plan.  Typically responsible for monitoring the actual performance against budget.  Responsible for long-range financial planning and the supervision of the budget and analyst staff.  Took initiative to forecast MTD, YTD and 5 year plans for financial directives.

* Used highly educated Excel and forecasting skills (quantitative and statistical) to create long range metrics.  Published reporting, and internal controls were key components in analytical baselines.

* Participated in corporate development of methods, price setting and evaluation criteria for Cost Benefit Analysis of projects, ROI investments on projects, and Client Reimbursable Income.  Ensured budgets and schedules meet corporate requirements.

* Regularly presented company financials, forecasts and budget variances to the Board of Directors.  Interactions frequently involved special skills, such as negotiating with management or attempting to influence senior level leaders regarding matters of significance to the organization.

* Directed and controlled the activities of a broad functional area through several department VPs and Sr.Exec Managers within the company.  Had overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to company.

Manager of Financial Planning and Analysis

As a dedicated Nonprofit CFO, I bring more than just financial acumen to the table—I bring heart, vision, and a deep commitment to building sustainable organizations that uplift communities. I believe that financial leadership is not just about managing numbers; it's about fueling missions, supporting people, and creating long-term impact.

Financial Sustainability with Purpose:
I specialize in designing financial strategies that ensure lasting organizational health. Whether it's navigating complex funding streams, building reserves, or planning for growth, I help nonprofits move from surviving to thriving. I know that every dollar has a job to do—and I make sure it’s working in alignment with the mission.

Leadership That Builds Culture:
I lead with empathy and transparency, building strong teams and fostering environments where people feel seen, valued, and empowered. I care deeply about the culture of the organizations I serve because financial health means nothing without a healthy workplace. When staff, board, and leadership move together with clarity and trust, the results are transformative.

Mission-Driven, People-Focused:
Over the years, I’ve had the privilege of guiding organizations through both calm and crisis—always with a steady hand and an eye on the big picture. My approach blends rigorous financial stewardship with a genuine dedication to the people behind the work. I listen. I collaborate. And I lead with integrity.

If you’re looking for a strategic partner who can bring clarity to complexity, support your team, and build a sustainable future for your organization—I’d love to connect.

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Anders Liu-Lindberg

Laura C. Williams, CNAP, MSOL

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The Battle

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Laura C. Williams, CNAP, MSOL

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