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Business Risk Services
Our Business Risk Services team deliver practical and pragmatic solutions that support clients in growing and protecting the inherent value of their businesses.
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Corporate Finance and Deal Advisory
We offer a dedicated team of experienced individuals with a focus on successfully executing transactions for corporates and financial institutions. We offer an integrated approach, with our corporate finance specialists working seamlessly with tax and other specialists to ensure that every angle is covered.
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Economic Advisory
Our all-island Economics Advisory team combines expertise in economics and business with a wealth of experience across the public and private sectors.
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Forensic Accounting
We have a different way of doing business by delivering real insight through a combination of technical rigour, commercial experience and intuitive judgment. We take pride in delivering responsive and tailored solutions to all our clients, capitalising on the wealth of experience housed within our Belfast and wider Forensics team
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People and Change Consulting
The Grant Thornton People & Change Consulting practice works with clients on these issues as well as on all aspects of how they attract, retain, engage develop, deploy and lead their people.
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Restructuring
We work with a wide variety of clients and stakeholders such as high street banks, private equity funds, directors, government agencies and creditors to implement solutions which provide the best possible outcomes.
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Technology Consulting
Motivating and assisting our clients to pursue, maintain and secure the benefits of digital solutions is at the core of our Digital Transformation teams' agenda and goals. We work with business leaders to deliver efficient digital strategies and operating models that provide new or enhanced capabilities.
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Corporate and International Tax
Northern Ireland businesses face further challenges as they operate in the only part of the UK that has a land border with a country offering a lower tax rate.
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Employer Solutions
Our team specialises in remuneration and incentive planning and works closely with employers, shareholders and employees to ensure that business strategies are aligned and goals achieved in the most tax efficient, cost-effective manner.
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Entrepreneur and Private Client Taxes
Our team of experienced advisors are on hand to guide you through any decision or transaction ranging from the establishment of new business ventures, to realising value on exit, to succession planning and providing for loved ones.
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Global Mobility Services
Grant Thornton Ireland offer a different approach to managing global mobility. We have brought together specialists from our tax, global payroll, people and change and financial accounting teams across Ireland and Northern Ireland, while drawing on the knowledge and insights of our global network of over 143 offices of mobility professionals to provide you with a holistic approach to managing global mobility.
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Outsourced Payroll
Our outsourced service provides valued service to over 150 separate PAYE schemes. These ranging from 1 to 1000 employees, working for micro, SME and global employers. The service is supported by the integrated network of tax and global mobility teams and the wider Grant Thornton network delivering a seamless service. Experienced staff deliver a personal service built around your business needs.
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Tax Disputes and Investigations
Our Tax Disputes and Investigation team is made up of tax experts and former HMRC investigators who have years of experience in dealing with a variety of tax investigations. Our expertise and insight can guide you through all interactions, keeping your cost at a minimum while allowing you to continue with the day to day running of your business.
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VAT and Indirect Taxes
At Grant Thornton (NI) LLP, our team helps Northern Ireland businesses manage their UK and global indirect tax risks which, as transactional taxes, can quickly become big liabilities.
The pace of change in the way business is conducted in today’s market place is staggering. Within dynamic companies, the people, technology and the primary processes that drive the business operations need to continuously evolve in order to improve efficiency, maintain competitive advantage and to achieve growth.
The finance departments within those businesses have had to respond to the evolution of their own role from the traditional model of the reporting of numbers to the integral strategic role that finance functions now play in the organisational structure.
Finance functions are now increasingly expected to provide insights for stakeholder decision-making in the key areas of risk, growth and performance, process and production data analysis, simultaneously maintaining strong controls and compliance, and improving cost-effectiveness. To meet that expectation the finance team needs to understand each new technology, process and business demand, and integrate them into the business’s performance reporting.
The business case for a strategic finance function is compelling. The flexibility required in a business’s strategy to exploit and capitalise on the opportunities that emerge from the changing world we live in is a major contributor to commercial success.
Having a robust, effective finance capacity to inform the decision-making process and, importantly, to reliably measure actual performance in light of those decisions is important, if not fundamental.
At a practical level the rewards to be reaped from the successful implementation of an effective business finance function far outweigh the initial time and effort required to implement it. For the business, the measurable benefits include the following:
- outputs are more relevant, more reliable and accurate and more user-friendly, creating increased trust with stakeholders and having higher value impact and insight on the business;
- processes are more cost-effective, more flexible, less disrupted and take less time;
- people’s capabilities are more aligned to the needs of the business;
- more effective use of technology that leads to higher automation, system functionality and scalability; and
- improved corporate governance, compliance and transparency by the deployment of standardised tools.
The investment to establish a strategic finance function should not, however, be underestimated, and notably the investment is much more than just cost. Successful implementation also requires an investment of time and desire by the senior executives and management.
The obstacles and barriers that tend to prevent the finance function achieving its potential will be common to those across poor performing projects in general, and include a lack of engagement and buy-in from senior management; a lack of oversight and management of new systems and data; a lack of properly defined, measured goals and subsequent monitoring of results; a lack of collaboration and communication; a lack of committed allocation of resources; a lack of foresight over anticipated risks and subsequent plans to mitigate; and a lack of connection with the corporate strategy.
Where the ultimate aim of business is the creation of value for both customer and stakeholder, a collaborative approach is required across all parts of an organisation. Flexible, relevant financial reporting will continue to be a central strategic part of that evolution.