Digital Finance Transformation Manager

Digital Finance Transformation Manager

Career level:

Manager (CL7) |

Location:

London / Manchester / Edinburgh | Practice:
Finance Reinvention Partner (Platform Transformation)

This is where a finance-transformation manager takes ownership of the design in front of the client. You'll lead the finance design on major transformation programmes: running the discovery, settling the process and enterprise-structure decisions everything downstream depends on, and holding the line on them with finance leadership. Much of that work sits where systems meet: where the finance core hands off to consolidation, planning and reporting, and where the enterprise structure has to hold across all of them.

You advise on the right finance technology and target operating model for the problem, whatever the client runs, and you grow from here into a design authority clients ask for by name.

Accenture is a leading solutions and services company. Our strategy is to be the reinvention partner of choice for our clients and lead in the safe, widespread adoption of AI. Finance is one of seven Reinvention Partners at the centre of that, bringing the CFO agenda to life for clients: stronger performance, sharper insight, and better control.

"Our clients want a partner that can help them reinvent-boldly, continuously and at speed... while continuously building the most client-focused, AI-enabled great place to work for our people our Reinventors." — Julie Sweet, Chair and CEO

You lead fit-to-standard and process design across the core finance processes (Record-to-Report, Order-to-Cash, Purchase-to-Pay and Acquire-to-Retire) and across general accounting, close and consolidation, external and management reporting, intercompany, finance master data and finance controls. You take a client's requirements, run a structured fit-gap, and turn the result into a process design the business will run. That design closes faster, reports with more confidence, and strengthens control.

Where the client wants something the standard doesn't do, you're the person who works out whether the answer is to change the process or change the design, and can argue either case on its merits.

You can design and defend the finance backbone: legal-entity and company-code structure, ledgers, the controlling and profit-centre model, cost-centre and hierarchy design, and the chart of accounts across it. These decisions are expensive to revisit once a programme is moving, so you'll bring a point of view: what the reporting and statutory requirements demand, where a dimension serves better than an account, and how the structure holds as the group changes shape.

You own the design end to end in front of the client: chairing the design conversations, bringing options and a recommendation, writing the decision papers and driving them to closure. You work directly with finance leadership, from controllers and FP&A leads to process owners and the CFO's team, taking a contested design point, explaining the trade‑off in business terms and getting an answer.

You set the design standard for the finance workstream and coach the consultants around you.

You lead technology selection and vendor assessment: framing the criteria, comparing platforms against what the client needs, and building a defensible recommendation and roadmap. You own the value case and business case behind it: the benefits, the cost of the change, and how the return on a platform investment gets tracked once the programme starts, argued in the terms a CFO signs off…