Building a scalable finance function at Coca-Cola Europacific Partners

June 24, 2026 - 07:04

Coca-Cola Europacific Partners, one of the world's largest independent bottlers, has reworked its finance function to keep pace with rapid business expansion. The company, which operates across 29 countries, needed a finance team that could move beyond traditional number-crunching and act as a strategic partner to the wider business.

To achieve this, the company brought in KPMG in the UK to design and deliver an immersive training program. The goal was not just to teach new software or reporting standards, but to shift the mindset of the entire finance department. Instead of focusing solely on historical data, the training pushed teams to think forward, using financial insights to guide decision-making on everything from supply chain efficiency to market entry strategies.

The program was built around real-world scenarios. Finance staff worked through case studies that mirrored actual challenges faced by the business, such as managing currency fluctuations across different markets or forecasting demand for seasonal products. This hands-on approach helped bridge the gap between theory and daily operations.

One of the biggest changes was the emphasis on data literacy. With Coca-Cola Europacific Partners handling massive volumes of transaction data, the finance team needed to become comfortable with analytics tools and visualization software. The training covered how to spot trends, identify cost-saving opportunities, and communicate those findings clearly to non-finance colleagues.

The results have been noticeable. The finance function now operates with greater speed and flexibility. Reports that once took days to compile can be generated in hours. More importantly, the team has become a trusted source of advice for regional managers, helping them make faster, smarter decisions about inventory, pricing, and investment.

By investing in people rather than just technology, Coca-Cola Europacific Partners has turned its finance department into a growth engine. The approach shows that scaling a business is not just about adding headcount or upgrading systems. It is about giving people the skills and confidence to think like business leaders.