Finance leadership training builds the leadership skills finance professionals need beyond technical accounting: business partnering, influencing decisions, telling a clear story with numbers, challenging assumptions constructively and leading finance teams through automation and AI. Bodhih designs it with the ADDIE model for controllers, CAs and FP&A managers, customised to each organisation's finance operating model.
- Recommended: 2 days in person, or 5 × 3-hour live virtual sessions, plus a business-partnering project
- Level: Intermediate · In person · Live virtual · Blended
- Designed with the ADDIE model and customised to your context
- Offered by Bodhih since 2008 to 2,000+ organisations across 7 regions
Also known as: finance leadership training, finance business partnering training, leadership program for finance managers, leadership training for chartered accountants
Where and how: leadership skills for finance professionals training as an in-person workshop in Bengaluru, Mumbai, Delhi NCR, Gurugram, Hyderabad, Chennai, Pune, Kolkata, Ahmedabad and Jaipur; as a live online course; or delivered overseas in Dubai, Singapore and across the Middle East, Asia and Africa.
Last reviewed · Bodhih Training, Bengaluru
Why finance needs leaders, not only reporters
Automation is taking over reconciliations and routine reporting, and AI can draft variance commentary in seconds. What remains valuable is judgement: explaining what the numbers mean, pushing back on weak assumptions and helping business leaders choose.
Finance and accounting centres in India's GCCs are also moving up the value chain, from transactions to planning and decision support. That shift needs finance professionals who can lead teams, influence senior stakeholders and communicate with clarity.
A Gartner survey of 204 finance leaders found only 20% of finance AI projects lean towards decision quality, against 45% towards productivity.
A PwC India-FICCI study found 72% of GCCs need to reskill more than 40% of their workforce to realise AI value.
What participants will be able to do
Act as a business partner
Move from producing reports to shaping decisions by understanding the drivers, pressures and goals of the business units they support.
Tell the story behind the numbers
Present results with a clear headline, three drivers and a recommendation, so non-finance leaders can act in minutes.
Challenge without blocking
Question optimistic forecasts and spending requests in a way that improves the decision and keeps the relationship intact.
Influence senior stakeholders
Build credibility with business heads and leadership teams by preparing, framing options and knowing when to escalate.
Lead a finance team through change
Help team members adapt as automation and AI reshape their roles, with clear priorities and upskilling conversations.
Develop finance talent
Coach analysts and accountants to build judgement, communication and commercial sense, not just technical accuracy.
Who should attend
- Finance managers and controllers stepping into broader leadership roles
- FP&A managers who support business units and leadership teams
- Chartered accountants in industry moving from compliance to strategic roles
- Finance leaders in GCCs and shared service centres managing large teams
- High-potential finance professionals on a CFO or finance-head succession track
- Treasury, tax and audit leads who must influence across the organisation
Program outline
Recommended design, customised to your context after a short needs analysis.
01The finance leader's changing roleModule 1 · 90 min+
- From scorekeeper to business partner: what the business actually needs
- How automation and AI change finance work and team shape
- Self-assessment of partnering, influence and people-leadership strengths
- Mapping your key stakeholders and their priorities
02Business partnering in practiceModule 2 · 2 hours+
- Understanding unit economics and operational drivers behind the numbers
- Setting up a regular partnering rhythm with business heads
- Moving from 'what happened' to 'what should we do next'
- Case work on a real business unit from your organisation
03Communicating numbers with clarityModule 3 · 2 hours+
- Headline-first structure for performance reviews and board packs
- Choosing the one chart that makes the point
- Explaining variances and forecasts to non-finance audiences
- Practice: a five-minute results briefing with feedback
04Influence, challenge and difficult conversationsModule 4 · 2 hours+
- Framing challenges as options and trade-offs
- Saying no to spending requests without losing trust
- Handling pressure to adjust numbers or timelines
- Role-play with a business head pushing for approval
05Leading finance teams through AI and automationModule 5 · 90 min+
- Redesigning roles as routine work is automated
- Holding reskilling and career conversations with team members
- Setting standards for reviewing AI-generated analysis
- Keeping controls and accuracy strong during change
06Coaching and developing finance talentModule 6 · 90 min+
- Coaching analysts to build judgement, not just speed
- Delegating analysis with clear decision questions
- Feedback on quality, presentation and commercial thinking
- Personal 90-day leadership action plan
Sample training plan: 2-day hands-on design
This two-day design moves finance professionals from producing reports to shaping decisions. Participants bring a real business unit they support and its latest numbers. They map what their business head actually worries about, turn a variance pack into a five-minute headline-first briefing, challenge an optimistic forecast without blocking, and say no to a spending request while keeping trust. They also plan how their team's roles change with automation and coach an analyst to think commercially. The capstone is a live quarterly review with a demanding business head.
Participants can explain what drives their business unit and brief its leader headline-first in five minutes.
- 09:30–10:00What they call usEnergiser
- 10:00–11:00Inside my business head's headDiagnostic
- 11:15–12:30Drivers behind the numbersHands-on lab
- 12:30–13:00Headline firstConcept burst
- 13:45–14:45The five-minute results briefingSkill drill
- 14:45–15:30From 'what happened' to 'what next'Case clinic
- 15:45–16:45Setting the partnering rhythmBuild sprint
- 16:45–17:30Reputation checkReflection
Participants can challenge without blocking, hold the line under pressure and lead their team through automation.
- 09:30–10:00Yes, no, yes-ifEnergiser
- 10:00–11:00Challenging the hockey stickRole-play
- 11:15–12:15Saying no and keeping trustReal-play
- 12:15–13:00Pressure to adjust the numbersDebate
- 13:45–14:30Redesigning roles for automationGroup challenge
- 14:30–15:15Coaching the analystPeer coaching
- 15:30–16:40The quarterly reviewSimulation
- 16:40–17:30My 60-day partnering projectAction planning
Every session’s activity, timings, outputs and materials, plus pre-work, a 90-day reinforcement plan and how impact is measured. Free, emailed to you instantly.
Recommended: 2 days in person (09:30–17:30), or 5 × 3-hour live virtual sessions, plus a 60-day business-partnering project with a real business unit. A sample design: every Bodhih program is customised after a short needs analysis.
How long is leadership training for finance professionals?
The recommended design is two days in person, 09:30 to 17:30, plus a 60-day business-partnering project with a real business unit. It also runs as five live virtual sessions of three hours. A shorter version suits high-potential analysts.
What activities are included in finance leadership training?
Participants build a driver tree from their own review pack, deliver a headline-first results briefing, challenge a hockey-stick forecast in role-plays, debate pressure to adjust numbers, redesign a finance team for automation and run a quarterly review with a demanding business head.
How we deliver it
Live business cases
Participants work on real reviews, forecasts and investment proposals from their own organisation, prepared in the ADDIE analysis stage.
Presentation labs
Short, filmed practice briefings with facilitator and peer feedback help finance professionals sharpen how they present numbers.
Stakeholder simulations
Facilitators play business heads, CEOs and auditors so participants can rehearse tough partnering and challenge conversations safely.
Partnering project
Each participant applies the tools with one business stakeholder for 60 days and shares results in a closing review.
Tailored versions
For finance GCCs and shared services
Focus on moving from transactional processing to FP&A and decision support, leading large teams and partnering with global stakeholders across time zones.
For CAs and controllers in Indian enterprises
Cases centre on promoter-led and mid-sized companies, working with operating heads, banks and auditors, and building a finance team for growth.
Finance leadership cohort
A blended three-month journey with live sessions, a partnering project and peer circles for high-potential finance managers.
How we measure impact
Measurement follows the Evaluate stage of the ADDIE model. Participants complete a pre and post assessment on AssessAll covering business partnering, communication and influence, and can add a short 360° pulse from the business stakeholders they support. Reporting managers hold check-ins at 30, 60 and 90 days. We then review partnering project outcomes, stakeholder feedback and agreed indicators such as forecast discussion quality or turnaround on decision support.
Pair this program with AssessAll, Bodhih’s AI assessment platform, for pre- and post-program skill measurement.
Frequently asked questions
What leadership skills do finance professionals need?
Beyond technical accounting, finance professionals need business acumen, the ability to communicate numbers simply, influence and constructive challenge, stakeholder management and people leadership. As automation absorbs routine work, these skills increasingly define career progression. Our program builds each one through practice on real finance and business cases from your organisation.
How can a finance manager become a better business partner?
Learn how the business makes money, meet business heads regularly, not just at month-end, and shift conversations from explaining the past to shaping the next decision. Bring options, not just variances. The program includes a partnering rhythm and a 60-day project with one stakeholder, so the habit forms in real work.
How do you present financial data to non-finance leaders?
Lead with the headline, then give the two or three drivers that explain it, and end with a recommendation or decision needed. Use one clear chart rather than dense tables, and translate jargon into business terms. Participants practise this structure in filmed presentation labs with feedback from facilitators and peers.
How do accountants move into leadership roles?
Accountants move into leadership by broadening their view from accuracy to impact. That means understanding operations, building relationships outside finance, delegating technical work and developing their team. Visibility matters too. Our program helps CAs and controllers make this shift with tools for partnering, influence and coaching.
How should finance leaders prepare teams for AI?
Start by identifying which tasks automation and AI will absorb, then redesign roles around analysis, judgement and partnering. Hold honest career conversations, create reskilling plans and set clear standards for checking AI-generated output. Our module on leading through automation gives finance leaders a practical framework for these steps.
Is this a technical finance course?
No. This program assumes participants already have strong technical finance skills. It focuses on leadership, communication and influence. For managers outside finance who need to understand financial statements, we recommend our separate finance for non-finance managers program instead. The two can also run side by side for mixed leadership cohorts.
Can the program be customised for our finance GCC?
Yes. Every program is designed with the ADDIE model and begins with a needs analysis. For GCCs we tailor cases to your service lines, global stakeholder model and team structure. Bodhih has facilitated 18,000+ programs for 2,000+ companies since 2008 and can deliver in person or live virtually across time zones.