Technical expertise for finance people is never a problem, says Iain Dewson, ICAEW’s Lead Finance Business Partnering Trainer. “What can be a stumbling block is the ability to influence the business.”

With artificial intelligence (AI) and automation taking over more of the routine technical work, finance professionals will increasingly be called on for tasks that require more interpersonal skills. Finance business partner (FBP) is an in-demand role for modern finance functions. The key to success in this role lies in influencing, relationship-building, and translating data into meaningful insights. 

Andy Walker, an ICAEW chartered accountant and partner at consultancy firm Oliver Wight EAME, highlights the dramatic growth of the FBP in recent years. No longer just responsible for reporting, finance professionals are now expected to analyse data and provide insights on pricing, demand planning, new product development and profitability – helping businesses achieve strategic goals.

Now is the time for accountants to supercharge their business partnering skills, “because the robots are coming”, warns Dewson. Here are five essential skills accountants need to stay ahead of the curve:

1) AI and technology skills

AI and automation will inevitably take over many technical finance tasks, from month-end reporting to forecasting. But rather than being a threat, this shift presents an opportunity. As Dewson puts it: “Instead of spending half your time on reporting, budgeting and forecasting, you’ll have more time to build relationships with the business and support decision-making.” AI will enhance efficiency, but human insight remains irreplaceable.

While technical knowledge gained through qualifications will still be essential, finance professionals’ ability to influence decisions and foster relationships will increasingly set them apart. As Dewson says, this ability to “win hearts and minds” will be the key to success in an AI-driven finance world.

2) Learn to influence

Influence in finance isn’t just about presenting a well-structured argument, it’s about being part of the conversation from the start. A key indicator of success for an FBP is when decision-makers “ask you to come along and meet them for a coffee to talk about things at the idea development phase, rather than at the ‘run the numbers’ phase when the decision has already been made”. Early involvement enables finance professionals to shape discussions and become trusted advisers, rather than just financial gatekeepers.

If you’re not yet part of those early conversations, Dewson advises a proactive approach. “Start by making yourself available and showing an interest in broader business goals, not just the financials. Ask questions and demonstrate how your financial expertise can help make better decisions. By consistently engaging with stakeholders and positioning yourself as a business person not just a finance person, you’ll earn a seat at the table during the most crucial stage of decision-making – the start.”

3) Detailed ‘bottom-up’ planning

Walker explains that FBP teams play a key role in bridging the gap between long-term strategic goals and execution. While most organisations have a five-year financial plan, they often lack clarity on the ‘how, when and who’ of implementation. FBP professionals give credibility to these plans by creating detailed, bottom-up business plans that outline necessary product innovations, geographic expansions and supply-chain improvements. They also use integrated planning techniques, such as sales and operations planning and integrated business planning, to assess progress, identify gaps and propose solutions.

4) Building relationships

Building relationships is a core skill for FBPs. “Invest in those relationships. A trap that finance can fall into is being quite transactional and task-driven,” warns Dewson. While CFOs and senior finance leaders are often naturally good at this, it’s a skill that can be learned and developed. Strong relationships within and outside finance open doors to collaboration, career progression and deeper business insight.

Walker stresses that finance teams must work closely with commercial, operational and business leadership teams to implement strategies in a forward-thinking, hands-on way. “The ability to collaborate effectively across functions is what truly sets finance business partners apart,” he says.

5) Avoid ‘data puke’ and embrace storytelling

One of the most valuable skills an FBP can develop is the ability to turn data into actionable insights. Dewson points out that mastery in finance isn’t about overwhelming stakeholders with information. “What I call ‘data puke’ – giving people too much information – is counterproductive. Mastery is demonstrated by distilling information into the most important things.” Finance professionals must learn to communicate succinctly, moving discussions away from passive reporting about what happened and toward active decisions about what to do next.

Ultimately, finance business partnering isn’t about ‘soft skills’. As Dewson puts it: “These are hard skills because they make a huge difference.” Finance professionals who master these abilities will not only future-proof their careers against AI but will also unlock new opportunities to drive business success.

Useful links

ICAEW’s 2025 Finance business partnering virtual course will give you a practical understanding of the skills required to be a great business partner and how to apply them in the workplace. Follow the link for pricing details.