Manager Finance Business Partner Etihad Airways

Responsible for providing the Head of Finance, the VP Financial Planning and Strategy, and the relevant business area stakeholders with high-quality financial analyses, reporting and insight to drive informed decision making, while challenging their thinking and seeking further financial improvements. To be done through partnering with, and challenging, the supported business areas, analysing financial performance, financial planning, and driving the revision of processes and tools (in alignment with both Business and Finance). This role is to be a part of the Financial Planning and Strategy team, reporting to the Head of Finance. It will be responsible for partnering with the relevant portfolio area and for establishing trust-based relationships with the key stakeholders within the portfolio business areas, key stakeholders, and their appointees, as well as with the VP FP&S. The candidate is expected to operate independently and autonomously, to operate as primary interface with the described senior stakeholders, to conduct business as usual operations with very little supervision from line manager, and to drive process and tool improvement across the team.

Accountabilities:

Strategic finance partnering with business areas: partner with the described stakeholders and their teams in the cascading of financial related priorities (set by respective Chiefs with the support of VP FP&S and line manager), planning actions accordingly and subsequently driving their implementation, by leveraging a deep understanding of the key cost and revenue drivers, of the company and business area priorities and of the existing processes and tools.

Supporting, and challenging, business areas: support portfolio business areas in understanding the financial impact of options being assessed and in communicating it to the relevant stakeholders, in understanding Finance operations and governance, as well as in any other financial related topic. Activities include the following:

• Support in the preparation and own the validation of business cases put forward, incl. jointly laying out alternatives being assessed;
• Review financial evaluation of supplier bids prepared by business areas and procurement prior to submission to Investment Committee, and guide business areas in their structuring when adequate;
• Support in the articulation of recommendations and underlying finance rationale;
• Constantly seek alternative ways of improving the Company s profitability and drive business areas to do the same;
• Support in answering day-to-day queries of the business area supported (e.g., mapping of cost centers, budget relaxations, quick reports, etc.);
• Connect portfolio business area and stakeholders to the relevant stakeholders in Finance whenever adequate (e.g., Procurement, Accounts Payable, etc.);
• Partner with other Finance departments to develop a deep understanding of the finance operations flow and governance, guide business areas through it, and propose improvements based on business and team s needs.

Monthly reporting and analyses of financial performance: ensure that actuals and their differences vs. expectations are properly and deeply understood by both business areas and Finance, preparing the adequate reports to explain so. Activities include the following:

• Work closely with business areas and Financial Reporting & Control so that the monthly financials reflect actuals as accurately as possible, incl. ensuring relevant accruals are estimated effectively and reviewing actual postings vs. expectations, in effect acting as a second filter;
• Prepare, disseminate and discuss reports on actuals vs. budget and forecast with cost owners, understanding and explaining variations;
• Own the presentation on the monthly financial performance review vs. budget, collaborating, getting further information and previously aligning with business areas stakeholders;
• Track impact and status of implementation of profit improvement initiatives through frequent interactions with the business areas and by raising flags to leadership when adequate;
• Own deep dives into the relevant costs, together with business areas, constantly challenging for improvement;
• Provide the relevant KPIs to Corporate Strategy;
• Support the line manager, VP and the wider FP&S team in relevant additional analyses, supporting informed discussions with internal and external stakeholders.

Budgeting and forecasting: prepare and manage all aspects of annual budgeting and quarterly forecasting for supported business areas, incl. procedures, timelines, activities, content, format, templates, reviews, consolidations, presentations, system updates and distribution; ensure linkage to top-down targets and the divisional goals and propose profit improvement initiatives and estimate their impact. Activities include the following:

• Prepare the budget and 5YP together with the business areas, challenging their proposals based on deep knowledge of key cost and revenue drivers and of the strategic priorities;
• Identify further initiatives to improve results and work alongside business areas and Corporate Strategy estimating their impact, preparing implementation plans and following through;
• Jointly defend the budget to the VP FP&S and to the CFO;
• Update forecasts regularly, as required by the Integrated Financial Planning team or as driven by business needs or by material changes in business activities;
• Influence the budgeting and forecasting calendar and ensure all the information is provided timely and with the adequate level of detail.

Own process and tools revision: continuously improve the processes and tools that support regular analyses, reporting and forecasting, seeking efficiency, avoiding redundancies and focusing on relevant and value add metrics. Activities include the following:

• Possibly lead 1-2 specific projects on processes and tools revision;
• Constantly improve month-end and monthly reporting processes, automating tasks whenever possible, leveraging direct reports or FBP officers in the team and driving the implementation of new tools whenever adequate (e.g., analysis of posted accruals, automating monthly reports for each business area, etc.);
• Own governance and controls framework of portfolio and processes owned, liaising with line manager for interdependencies with wider team;
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