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?”

This is the full data journey.
And most teams stop too early.
Do you?

Data → Sorted → Arranged → Visualized → Explained with a story

All useful steps. None of them are the finish line.

Insight without action remains unfinished work.

The real value of data appears only when it becomes actionable:

• A priority shifts
• A risk is avoided
• A decision changes
• A behavior improves

Dashboards don’t move businesses.
Stories alone don’t move businesses.

Actions do.

The best data professionals don’t just explain what happened.

They make it obvious what to do next.

If your analysis ends with “𝘏𝘦𝘳𝘦 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘯𝘶𝘮𝘣𝘦𝘳𝘴,” you’re not done yet.

What’s one insight you’ve seen that actually led to a concrete action?

P.S. Data earns its seat at the table only when it earns the right to change something.

Pieta 

Interim Director of Finance

Pieta

This was a short-term position that arose as the incumbent was covering the vacant CEO role. Accountable for all financial matters with focus on the completion of 2021 annual report, financial statements and annual audit. Partner with the fundraising and event management teams to optimise performance.

Top Oil

Held key accountability for the financial management of the Group’s company owned service stations business. Led the migration of the subsidiary company’s financial systems to JD Edwards (the ERP used by the Top Oil Group). Partnered with operations team to optimise business performance.

Interim Financial Controller

Bord na Móna

Bord na Móna is a €400m turnover group focused on renewable energy, resource recovery and peat based products. The group’s strategy is to accelerate the exit from its peat focused businesses and to grow and diversify its portfolio of environmentally sustainable businesses.

I negotiated an exit from the company as part of a major restructuring/rationalisation programme but deferred the exit for a period to facilitate an orderly transition. I took on the GFC role for the transition period and assumed key accountability for developing strategic plans and budgets, financial management, statutory audit and IFRS reporting processes. I contributed to the development and execution of effective programmes aimed at optimising business results. I enabled informed decision-making using Business Intelligence (BI) analytics and  reporting. Improved accuracy and efficiency of processes by implementing process automation tools. I enhanced audit efficiencies through process review and using the oracle BI application for statutory reports.

Notable achievements attained:

•	Streamlined financial operations in group with turnover in excess of €400M.
•	As member of team, accomplished a €30% reduction in the group’s administrative overhead costs (SG&A).
•	Elevated compliance levels from 60% to >90% and achieve targeted efficiencies in P2P processes.
•	Introduced robotic process automation (RPA) across the organisation, focusing initially on purchase to pay and order to cash processes to reduce manual handling by 90%.

Interim Group Financial Controller (GFC)

I created and developed Business Intelligence (BI) from scratch and championed its introduction and use throughout the group. I co-ordinated efforts for the development and execution of a reporting and analytics strategy to position BI as a value-add partner with internal business units. I met BI reporting requirements and identified further opportunities through effective collaboration with stakeholders. I identified and resolved common business issues by using standardised analytical approaches. I rendered expert level services to the record to report manager and other managers in the financial shared services centre.

Notable achievements attained:

•	Devised and deployed a group wide reporting framework to support the decision-making process.
•	Steered a self-service model across the group providing access to BI to over 250 users.
•	Utilised BI to enable 30% reduction in SG&A costs.
•	Achieved sustainable working capital reduction of €5M via cash management analytics.
•	Leveraged employee expenses analytics tools to reduce cost by 40%. 
•	Captured substantial insurance cost savings through utilisation of health and safety analytics.

Business Intelligence Manager

I ensured the timely and accurate completion of all consolidated group financial and management reporting to stakeholders, including executive management, board and shareholders. I designed and formulated the standard reporting templates for all financial reporting to stakeholders. I prepared the group’s annual financial statements and inputs for the annual report.

Notable achievements attained:

•	Managed the completion of the group consolidations including, statutory accounts, monthly management accounts, quarterly reports to shareholders, five-year plans and annual budgets.
•	Drafted reports and analysis on behalf of the CFO for reporting to various stakeholders.
•	Finance partnered with the group’s head office functional heads and their teams.
•	Implemented financial policies and procedures and routinely reviewed their effectiveness.

Group Finance Manager

I am an accomplished senior finance professional with a wealth of expertise in financial management and a strong interest in harnessing and utilising data to drive better business decisions. I am adept at managing finance, business intelligence and cross-functional teams. I am recognised as a key continuous improvement focused leader, enabling the team to manage the delivery of a simplified and standardised finance model. I have a proven ability to transform year end and internal finance processes with data, automation, and system focus.
I am a collaborative communicator, able to build robust relationships and effectively manage competing demands to achieve challenging goals. I am skilled in identifying and isolating business challenges, as well as devising solutions to resolve issues. I have exceptional organisational, interpersonal, and problem solving skills.

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