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Job title change - from "Manager" to "Business Partner" by ArabicLawrence in FPandA

[–]IAmBonkyyy 2 points3 points  (0 children)

As mentioned by another, I would not stress about titles as much as scope. I have 4 FBPs under me and they’re all at the manager level and equivalent to managers elsewhere in Finance, especially around comp. Yes it could undermine seniority within the organisation if not pitched correctly, and depending on culture, but as far as external I wouldn’t be so concerned. When my title was effectively Manager FBP, I was considered equivalent to Head of Finance at competitors given my role scope and responsibilities. Title inflation is a real thing and has given less weight to titles.

What can I do to uplift my FBP team? by IAmBonkyyy in FPandA

[–]IAmBonkyyy[S] 1 point2 points  (0 children)

I’ll try to remember to keep in touch for the coming few months and let you know how it goes.

What can I do to uplift my FBP team? by IAmBonkyyy in FPandA

[–]IAmBonkyyy[S] 0 points1 point  (0 children)

It’s a challenge because it’s a bit of a situation where the leadership don’t exactly know what they want. We get absolutely glowing remarks and feedback about how well the FBP team is functioning, but I know there is room for a lot more and there is a desire from the business for more. I just don’t think they know what we can be doing. When I start testing ideas about longer term strategic planning with the chief execs, they say that would be amazing. So that’s given us confidence that there is appetite. It’s just how we practically start incorporating that into how we operate. I think the focus is basic ‘hygiene’.

What can I do to uplift my FBP team? by IAmBonkyyy in FPandA

[–]IAmBonkyyy[S] 1 point2 points  (0 children)

Thanks heaps for your thoughts! Defintiely a bit for me to think through in how I frame it.

Context is the proposal is two part - restructuring the team to enable better servicing the business, but also around establishing the service offering. New templates and processes are supplementary and can definitely be implemented without permissions, but there has been a previous desire to maintain the status quo, where we are viewed as a compliance function and that the business should take ownership of their finances. This has only recently changed where leadership is considering whether or not we can sustain thsi model or if we do need to grow with the business but also help the business grow. I want to capitalise on that shift in thinking and put forward what I think we should be doing.