Expert Profile: Burcu Bora - Strategy: Modelling & Analysis

Burcu is a freelance strategy consultant specialising in complex modelling and analysis. After completing a Masters in Industrial Systems, Manufacturing and Management at Cambridge University, Burcu enjoyed a series of successful roles at Analysys Mason and KPMG. She began her freelance career in 2019. 

Let’s start with a brief career tour - you’ve lived and worked in quite a few countries? 

I have! I was born in Cyprus, studied Maths and Management in the US, moved to Cambridge (UK) for my Masters, and then it was off to Spain, where I started my career as a business analyst with a global ecommerce firm. 

It was a cross-functional role - everything from marketing to C-Suite - so I built up a strong, versatile range of BA skills, which positioned me well for my subsequent shift into strategy. 

I came back to the UK in 2013 and spent the next five years focussed primarily on TMT clients - initially with Analysys Mason, then KPMG - before deciding to return to Cyprus to begin my freelance career.
 

What made you make the leap?  

It was a tough call. I’d moved into the Global Strategy Team at KPMG, and I was working with regulators, operators, global investors - the projects were great. But I wanted to bring my family back to Cyprus; and because there’s not much of a market here for the type of complex modelling I specialise in, I decided to try freelancing. 

I had a strong network, so getting started was relatively smooth, and I’ve been lucky so far: the contracts have kept rolling in!
 

Analysis is your sweet-spot? 

Yes, I love it - my heart follows the data! And I’m drawn to the sectors with the richest data sets. Telecoms and media are still key areas of focus, and I specialise in leading teams on complex modelling and analysis projects: forecasting, strategic growth work, business plan development, expert witness support - a real range. 

I love early-stage companies too - I’ve actually just finished an advisory piece for a healthcare startup. The fact that I’m versatile function-wise is particularly valuable in startup contexts, and It’s very satisfying to be able to work closely with founders and CXOs - to know that my contribution will be influential in shaping business strategy and defining next steps. 

Do most of your contracts come via your network? 

Yes - often through other freelancers: either they’ll bring me directly onto projects or refer me to their clients, and I’ll do the same. 

I always recommend building strong relationships with other freelancers: it’s great to be able to keep working with people that you trust. Also, if you’re in a space like mine, where timelines and workloads are constantly shifting, it’s important to have a network of people you can call on at short notice - when you’re over capacity, say, or you need input from a niche skill set.   
 

You mentioned working on expert witness projects - can you tell us a little more? 

Essentially they’re lawsuits in the telecoms space: clients are typically suing against some kind of anti-competitive behaviour. It might be an operator suing a government for discriminatory practices, or provider disputes around, say, pricing, or network cyber-attacks. Projects can be dramatic! 

My role involves understanding the financial, customer and reputational impact of alleged offences, and from there I’ll piece together a detailed picture of how an entity would have performed if they hadn’t taken place. It’s fascinating work: large teams, multi-year, global projects, super-interesting legal stakeholders, and the modelling is extremely complex, which, of course, I love!

My client was one of the first people I worked with when I started freelancing, and it’s turned into a fantastic ongoing relationship. Now I’ll typically spend three months a year working full-time with them, then there’ll be a substantial pause before the next phase kicks off, so I use that space to take on other contracts.

What makes you say yes to a project? 

Culture and people are incredibly important to me. I have excellent professional relationships because I prioritise building strong connections with my clients and teams, and because I choose to work with companies whose culture and approach aligns with my own. 

I like to work with honest, open communicators, and with companies that acknowledge the fact that we all have a range of commitments in our lives. I’m trustworthy. Reliable. If I have a task, it will always get done, but I’m not on call 24/7. I’m upfront about that. 
 

How do you build trust with clients and teams? 

In-person contact is vital. Most of my work is remote, and I’m happy with that being the case, but I’ll always travel for team events and key meetings. 

With new clients I’ll always begin a project in-person, and I’ll visit more frequently in the early stages. Bottom line: if you’re trying to build trust and gain respect, your team needs to see, feel and hear how you work, and it’s much easier for them to do that if you’re all in the same physical space. 

I also think it’s very important to get to know people you’re working with on a personal level too. 
 

Do you have a strategy for doing that? 

I’m a fan of US-style donut meetings: informal 15 minute one-to-ones where you can talk about anything except work. If you understand a little about someone’s non-work life, and you’re shared a little about yours, you're connected on a deeper level. In my experience, having these meetings upfront means that people feel much more comfortable to reach out, ask questions, challenge etc. They’re a game-changer for communication. (Of course the donut-eating part is optional!)
 

You lead a lot of large remote teams - what’s your top tip for success here? 

Aside from ensuring clarity of roles - which is vital for prioritisation - my main recommendation is to schedule short, regular, full-team check-ins that are dedicated purely to time management. 

I’ll typically run two or three every week throughout a project. I think of them as a kind of heartbeat. Everyone has a minute or so to speak, share achievements to date and next steps. Provided you manage the time well, they’re fantastic for channelling energy, maintaining focus, and a pretty light-touch way of helping everyone to stay on the same page. 
 

What would be your main piece of advice to new freelancers who are planning to take on modelling contracts? 

Rescoping mid-project can be extremely difficult: models are built around set parameters, so changing them often means starting from scratch. Always try to agree on a realistic timeframe before you start. 

If a client is pushing for a timeframe that is too short, and there appears to be no flex (budget deadlines are a common reason) you need to be crystal clear about exactly what can be achieved in this timeframe, and that this will differ from the original scope. 

I also think it’s helpful to talk your client through the precise implications of rescoping mid-project: satisfy yourself that they genuinely understand. Finally, make sure you have a paper trail: communication should be documented and shared as well as verbally discussed. 

(My advice to clients would be to really listen to the expert you’ve hired, trust that they will give you a realistic recommendation, and once you’ve made a decision, don’t change the scope!) 
 

And finally…can you tell us about someone who’s inspired you during your career? 

I can! At KPMG, I worked with a fantastic contractor. She was super-experienced, confident, and she had an wonderfully effective ‘get stuff done’ mentality. She was never into office politics: she focussed on the team, the project and that was it. And even though she was external, she was highly influential within the business. 

She was a real inspiration, a role model, and a major part of the reason I considered giving freelancing a go in the first place. She was proof that it wasn’t just a male space! 

We’ve worked together on a few contracts since I made the leap - she actually helped me to find my first project - and I’m hoping we’ll have a chance to collaborate again soon!