Today, software as a service (SaaS) businesses are popular with investors, lenders and customers. Many software companies have transmuted their pricing models from perpetual license models to subscription models. Finance business partners are important in subscription environments. In this article, you will find sample questions an FP&A business partner can help answer to accelerate the growth trajectory in a SaaS enterprise.
Emmanuel Jibodu
Emmanuel sees planning, analytics and forecasting as “more about processes and people” believing that the best planning and forecasting results from a drive to understand every aspect of how a business runs – business model and how value is created for customers. Emmanuel possesses diverse experience in strategic finance planning, analytics, mergers/acquisitions and corporate finance.
He is passionate about building FP&A teams that deploy lateral thinking to solve problems for organizations that are looking to accelerate their growth trajectory. His career experience entails adding value in publicly traded Canadian high growth software (SaaS) companies and staid industries – such as manufacturing and environmental services. He possesses an accounting degree from the Schulich School of Business at York University and an MBA from Wilfrid Laurier University.
Author's Articles
The 3rd Toronto FP&A Board meeting, with senior FP&A practitioners from industry-leading firms in staid industries — such as financial services, retail, manufacturing, mining, hospitality, consumer products, insurance; and, even, technology companies, took place on the 24th of September.
My aim in this article is to proffer suggestions for assembling members of an FP&A team. This is the team that will ensure an enterprise is resilient enough to navigate competitive threats, technology disruptions, regulatory effects, and can adapt to broad market dynamics in this 4th wave of the industrial revolution.
The article is titled Mergers & Executions. It’s not a typo. You might think it should read Mergers & Acquisitions (M&A). However, the fact is, most M&A activities could do better with execution from the pre-acquisition to the post-acquisition stages. This work will draw on practiced methods for companies to execute value-creating, not value-destroying acquisitions, with the guidance of their Financial Planning & Analysis (FP&A) teams.
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