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

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.

At Holiferm, our team is spearheading the large-scale production of bio-surfactants to revolutionize cleanliness and well-being. Having led the company as COO and Managing Director for over three years, we've launched a commercial offering of 1,100 tonnes per year. Our mission is to make a significant impact on the chemical industry by providing sustainable alternatives that protect the planet.

With a strong background in chemical service delivery and managing large projects, our focus on sophorolipids and other environmentally friendly bio-surfactants has positioned us at the forefront of the bioeconomy. At BBIA, we collaborate to advocate for true sustainability, ensuring our practices align with our commitment to a sustainable future.

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