Finance Business Partner (FBP) – Senior Finance Manager

Job Summary

As Senior Finance Manager – Finance Business Partner, you will lead sustainable financial growth for the Business Unit(s) by owning business-facing finance, performance management, and commercial insight.
You will partner closely with Business Unit / Country Leaders and the Sub‑Regional leadership team to advise, support and challenge decisions that impact profitability, cash, risk and long‑term value creation.
You will act as the primary finance liaison for key internal and external stakeholders, driving strong governance, improved data quality, and continuous process improvement across planning, reporting and commercial performance.

Geographic Scope: Hong Kong, Macau & Taiwan

Operating Model Context

• Role sits within the Finance Business Partnering function and is accountable for management performance, commercial insight and decision support for the assigned geographies.
• Works in a matrix with Sub‑Regional leadership and partners closely with Controllership for statutory, technical accounting and close activities.
• Expected to lead through transition across systems and processes, helping move toward a single, scalable finance operating model.

Key Interfaces

• Primary business stakeholders: Country/BU Leaders, Sector/Service Line leads, Operations/Delivery leadership, Commercial/Contracts, HR (headcount & compensation), and Sales/Pipeline owners.
• Finance interfaces: Regional/Sub‑Regional Finance Directors, FP&A, Controllership (close, balance sheet substantiation, statutory), and shared services/CoEs (AP/AR, billing, reporting).
• External: Auditors and advisors where required (support via Controllership).
   

Role Boundaries: FBP vs Controllership (practical split)

• FBP owns: forward-looking insight, performance management, forecasting/budgeting, commercial decision support, and driving actions with the business.
• Controllership owns statutory reporting, technical accounting policy, balance sheet ownership/substantiation, close governance and audit management.
• FBP partners with Controllership to ensure clean close inputs, disciplined accruals, accurate project/billing accounting, and strong controls—without duplicating ownership.

Systems & Data Transition Responsibilities

• Systems: Operate across current platforms (e.g., D365 / PeopleSoft / CRM or pipeline tools) during transition; drive data quality and standard definitions.
• Own data integrity for management reporting inputs: validate pipeline, resourcing assumptions, project margin drivers, and ensure consistent definitions across countries.
• Identify recurring data/definitions gaps and drive resolution through agreed governance (templates, timetables, owners, and escalation paths).
• Champion automation/self‑serve reporting (e.g., Power BI) and reduce manual “offline” tracking over time.

Scope & Coverage

• Service line coverage: Advisory / EVT / Project Management / Cost Management (as applicable per country) align priorities with Country/BU leadership.
• Travel: Regular travel may be required across the assigned geographies for business reviews and stakeholder engagement.
• Influence: Operates in a matrix; expected to influence senior stakeholders and drive decisions without formal authority.

Business Partnership & Decision Support

• Provide forward-looking insight on revenue, margin, cost, cash and pipeline drivers; translate complex financials into clear actions for leaders.
• Build and maintain financial models, scenario analysis and “what‑if” assessments to support pricing, resourcing, investments and growth initiatives.
• Lead regular financial performance reviews with BU / Country leadership; identify risks and opportunities and agree clear interventions.
• Develop and maintain scorecards and KPIs aligned to strategic priorities, service lines and cost centres.
• Provide constructive challenges to business cases, capex/opex requests, investments and transformation initiatives.
• Support M&A / integration activity where applicable (synergy evaluation, valuation inputs, due diligence data, and post‑deal tracking).

Planning, Forecasting & Management Reporting

• Lead the annual budget, rolling forecast and strategic planning processes ensuring a robust bottom‑up approach, consistent assumptions and high-quality submissions.
• Deliver timely, accurate management reporting: P&L, project profitability, variance analysis and commentary (Actual vs Budget/Forecast/Prior).
• Partner with Group/Segment FP&A and Reporting CoE to improve insight, standardise templates, and drive automation/self‑serve reporting.
• Provide ad‑hoc analytics and executive materials required by Regional/Sub‑Regional Finance and Business leadership.

Commercial & Financial Management

• Drive improvements in gross margin, utilisation, cost recovery and overhead efficiency through disciplined performance management.
• Provide commercial finance oversight of contracts/projects: margin health checks, change control, cost‑to‑complete, and governance of contractual commitments (aligned to global/regional contract management practices).
• Actively manage working capital with operational teams: billing discipline, unbilled revenue, aged WIP, and collections.
• Identify, track and help deliver savings and productivity initiatives; ensure benefits realisation is evidenced in results.

Governance, Controls & Process Excellence

• Ensure compliance with company policies, delegation of authority, and statutory/governance requirements.
• Ensure full substantiation of key balances and accruals (e.g., unbilled revenue, cost accruals) in line with policy and timetable.
• Maintain integrity of management information; proactively identify control gaps and partner with Controllership to resolve.
• Champion continuous improvement and system enablement (e.g., D365, PeopleSoft, reporting tools) to improve data quality and reduce manual workarounds.

Stakeholder Management & Collaboration

• Build strong partnerships with Country/BU Leaders, Operations, Commercial/Contracts, HR and Controllership/FP&A teams.
• Communicate clearly, influence effectively, and ensure stakeholders understand key drivers, trade‑offs and actions.

Cadence & Core Deliverables

• Monthly: Country/BU performance review (P&L, project margin, overhead) with clear actions, owners and follow‑up.
• Monthly: Forecast refresh (or per regional timetable) validate pipeline, resourcing, delivery assumptions and risks; submit on time with concise commentary.
• Quarterly: Strategic outlook and scenario planning (growth, margin, headcount, cash) with leadership; refresh key initiatives and business cases.
• Monthly/Quarterly (as needed): Billing/WIP governance touchpoint with Ops/Contracts/AR to drive cash conversion.
• Ad‑hoc: Pricing / investment / resourcing decisions requiring modelling and sign‑off support.
• Performance pack: standard KPI scorecard and narrative (drivers, risks, opportunities, actions) for each country/BU.
• Forecast package: assumptions log, bridge analysis, and executive-ready commentary aligned to regional guidance.
• Commercial toolkit: pricing model / margin waterfall / project profitability diagnostics; working capital dashboard.
• Action tracker: risks & opportunities register with quantified impact and accountable owners.

Systems Landscape & Transition Expectations

• Operate effectively in a dual‑system environment during transition (e.g., D365 and legacy platforms such as PeopleSoft).
• Commercial and pipeline tools may include Salesforce and/or interim trackers; ensure pipeline-to-forecast linkage and data completeness.
• Reporting/analytics: Power BI (or equivalent) and standard templates; reduce reliance on offline spreadsheets over time.
• Maintain strong data governance: common definitions, clear ownership, timetables, and escalation paths for late/low-quality inputs.

Governance, DoA & Confidentiality (specific reminders)

• Confidential data handling: employee-level compensation and sensitive HR/contract data must be managed in line with policy; share on a need‑to‑know basis only.
• Delegation of Authority (DoA): ensure approvals, commitments and financial decisions comply with DoA and policy; escalate exceptions promptly.
• Controls partnership: align with Controllership on close timetable, accrual discipline, and balance sheet integrity while keeping clear ownership boundaries.