FP&A People

I hear you want to be an FP&A professional. Well then you need….

By Amrish Shah, Snr Finance & Operations Director, The Netherlands

Yes, exactly. What does it take to become a good or even great FP&A professional? Beyond the more technical elements required, for example, an affinity with numbers (not unimportant!), with information systems and so forth.

What I want to list is in my experience those QUALITIES that I have found in people who I have worked with, worked for and who have worked for me in an FP&A domain that I found to be particularly effective in driving the FP&A agenda forward within their responsibility domain. I deliberately do not want to use either the word skills nor competencies, as these two words are fraught with misunderstanding and tend to create more confusion then clarity.

Collaborative FP&A - An Oxymoron*?

By  Lisa Turberville, Director of operations at Belk

How many of us, when we are asked to a meeting with someone from FP&A, have rolled our eyes, thrown the head back and done a neck roll to relax the shoulders? Why do we have this over whelming feeling of dread when it comes to meeting with that team?

So what can be done to change the perception of the FP&A practitioners?

Is your FP&A Team Busy with the Right Things?

By Daria Huszar, Founder at 25H DAY, Amsterdam

Less than a quarter of a Financial Analyst’s time is spent with high value-add analysis - this is a finding of a survey run by SAP*. Although the survey is 5 years old, it’s still relevant, the percentage may even have shrunk further as the amount of data to be analysed and reported on keeps increasing.

It’s not to discredit Financial Analysts – in fact, they are among the hardest working people I’ve ever met in my career so far, including being a Financial Analyst myself. It’s just that the odds are stacked against them.

Retaining and Building a Dream FP&A Team! #WeAreTheChampions

By Chris Ortega, MBA, Sr. Finance Manager at Emarsys, USA

So, you are a C-suite executive, Vice President, Director, Manager, Senior, or Staff financial professional and you just had a high potential and high-performance team member or members move on to greener pastures.  Or you aspire to be a high potential and high-performance employee and looking for success factors to take your game to the next level.  Well, look no further than this post.  

The goal of this post is to provide my top 5 success factors for retaining and building a FP&A dream team from the perspective of a high potential and high performer (Top Player) and millennial.  Before, I continue let's get this out from tip-off. 

Will You Be a Relevant FP&A Professional 5-10 Years from Now?

By Mark Gandy, Outsourced CFO, Principal at G3CFO

Edward Hess in his excellent book Learn or Die reminds us that today’s average tenure on the S&P 500 is 18 years and declining. In 1980, the average tenure was 30. 
Hess also states through his research that nearly half of the S&P was replaced in the past decade.
How’s that for company relevance?

Then he tells us the average tenure of the Fortune 500 CEO is just 4.6 years.
As an FP&A professional, you might be asking, “What does this have to do with me?” I believe the answer is everything.

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