CorpFin structure?

Public Company w/ 500+ Employees & $3B Rev

• Corporate Development: Capital Markets, M&A
• Financial Planning & Analysis [FP&A]: Corporate & by Business Unit
• Strategic Planning & Operations: FP&A for Main Business Unit

Fortune 100 Company: In descending order (by most employees to least) - Program/Product Control - Finance Department (for the Business Units) - Financial Planning & Analysis - Finance Department (by Business Unit and Corporate) - Estimating & Pricing - Finance Department (by Business Unit) - Operations Finance - Finance/SCM (by Business Unit) - Accounting - Controlling Office - Internal Audit (Corporate)
- BD Finance - Finance Department - Corporate Strategy - Pretty much standalone - Corporate Development - Pretty much standalone - Treasury - Finance Department

For F300 Company:

Corporate Strategy: Corp Dev (corp level and business unit level), Comps Research/Capital Markets (they do a ton of benchmarking at both levels), Business Development (focused on new market opportunities and works w/ business unit leaders)

Corporate Accounting: Controlling, Reporting, Internal Audit, Payroll, Tax

Corporate Finance: FP&A, Project Finance (works on firm-wide intiatives like ERP, and business unit level), Treasury, Pricing

It varies by company but I worked in corporate development at a Fortune 50 and this was my company's structure more or less:

Corporate Development: M&A, JV's, capital markets advisory (treasury did most of heavy lifting though nd own those banking relationships), investments, enterprise level commercial partnerships (if a commercial partnership needed capex we got involved). 30% of time sourcing new deals, 70% executing on business unit / Senior Management ideas, enterprise level strategy and post-merger integration and strategic planning for post-merger deals. Think of portfolio management in PE for the 6- 9 months after a deal. Lots of interaction with bankers and VC and start-up community

Strategy: My firm had a strategy team in every business unit so corporate development took care of enterprise level strategy but most firm, strategy does enterprise level and other management consulting type projects. In my firm they do strategy for each unit and other cost saving, high growth market initiatives. They also do a lot of the deal sourcing for the business unit

Business development: they do new business opportunities for their division. Their deals are commercial in nature and only touch their unit. Lots of deals but if a deal ever needs capex or touches multiple division, corporate development comes in.

Finance: FP&A, budgeting, project ROI calculations, they also work in deal in terms of providing key assumptions and owning the deal 6 months after closing.

Treasury, self explanatory but they also do heavy lifting for capital market transactions

Accounting

Audit

Finance for a regional bank with ~70B in assets and ~3B in revenue:

Controller's group - FP&A, Accounting, Reg. Reporting Treasury Corporate Development

At my company a F1000 semiconductor firm it's all rolled under corporate finance but there are different groups for each function.

All groups under Global Finance

Tax Internal Audit Corporate FP&A Treasury Corporate Accounting/Controllership. Investor Relations/Competitive Analysis. External Reporting Business Unit/Operational Finance (regional reporting/controllership/fp&A). Fab controlling. Accounts Receivable and Credit. Cost Accounting.

Then business development is a separate function altogether. They handle in-house strategy/corp dev.