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Finance and Strategy: Making Numbers Work for Your Vision Imagine this: Your company has a fantastic vision—perhaps it’s to dominate a new market, launch a groundbreaking product, or grow your team and profits. It’s about making sure your numbers don’t just add up but drive your company toward its ultimate goals.
Some 41% of finance teams have issues Identifying and correcting errors, 31% have problems finding and gathering necessary data, 24% have challenging questions on sources of data, 23% face challenges tracking multiple Excel versions, 20% have a bugbear of broken formulas, 19% are far from confident presenting this data to non-finance leadership.
This interest solidified during her BCom studies, where she found satisfaction in analyzing financial statements and market trends. Guided by influential mentors, Thobile recognized that finance goes beyond numbers—it impacts decision-making that drives business and individual success. What sparked your interest in finance?
This process usually presumes the close collaboration of FP&A teams with business leaders and executives to align goals and expectations and create a common financialmodel of future revenues, costs and cash flows based on the external and internal factors and conditions.
Datarails, Vena, and Workday, leaders in the large and competitive field of FP&A software, all won multiple awards in the employee salary, benefits, and leadership categories. Datarails came in at number 45 out of 100 in this category. Vena came in at number 75 out of 100 in this category. 6) Best leadership teams.
It’s not just about managing numbers—it’s about aligning financial strategies with business goals to unlock value at every stage of the investment cycle. It’s about creating a financial roadmap that not only meets immediate operational needs but also aligns with the long-term vision for growth and profitability.
Is it there to replace the seasoned financial professional? Yes, in the sense that there are a lot of analyses that can now be handled by Gen AI and No, because it transforms accountants from number crunchers to strategic advisors. How do you dissect complex algorithms as compared to traditional financialmodels?
It’s not just about managing numbers—it’s about aligning financial strategies with business goals to unlock value at every stage of the investment cycle. It’s about creating a financial roadmap that not only meets immediate operational needs but also aligns with the long-term vision for growth and profitability.
Back in 2001, Lafouge stepped into a pivotal finance leadership role with Technip, a technology provider to the energy industry. With global uncertainties looming, he built a resilient financialmodel that ensured the company’s survival. Rational arguments, numbers, and analyses are usually necessary but not enough.”
If they have to rely on capital raising, it’s hard for companies to attract private or institutional investors in competitive markets without a great accountant and strong financialmodel. Investors want to see a number of worthy components before they sink money into a company.
An FP&A professional does not just look at the numbers but rather tries to dig deeper to understand the story that the numbers are forming. This deeper thinking helps FP&A influence leadership to reflect on the strategic choices and the possible story that choice will create within the vision and mission of the company.
Any number of issues can arise that render forecasts or the line items on an annual budget quickly outdated. The problems that occur downstream from inaccurate or incomplete plans and budgets ultimately impact financial performance and long-term success. Defining your business drivers increases flexibility.
Chief Financial Officer. Individuals who excel in the Chief Financial Officer (CFO) role are highly sought after. Previous experience working in upper leadership roles or managing the financial duties of an organization provides the skills and knowledge to take on this role. Financial Analyst.
The CFO role requires certain traits and skills, said Woranat Dumrongsiri (pictured), Country CFO, Deloitte Thailand and Deloitte Laos during an interview with FutureCFO for the publication’s Female Leadership in Finance Series. I started to like numbers and did very well in Math. My financial career is quite a long journey.
Editor’s note: Finance executives could no longer succeed by focusing simply on numbers. This article is part of FutureCFO's Female Leadership in Finance Series. The hospital has adopted a culture of innovation as it strives for world-class clinical leadership. FutureCFO: When did you start to become interested in finance?
In this post, we’ll walk you step-by-step through how to think about this, and use our free headcount planning template to run the numbers for a fictional company, NoMoreOffice Inc. These insights powerfully demonstrate the value of a good financialmodel. How do you weigh and plan for the costs of such a change?
Some: 41% of finance teams have Issues Identifying and correcting errors, 31% have problems finding and gathering necessary data, 24% have challenging questions on sources of data, 23% face challenges tracking multiple Excel versions, 20% have a bugbear of broken formulas, 19% are far from confident presenting this data to non-finance leadership.
So, whether you are a number cruncher or story teller, I think you will find something to take away from the class. . Spreadsheets : I almost never open an excel spreadsheet during my classes and spend little time on financialmodeling, but I do use my limited Excel skills, when valuing companies and doing corporate financial analysis.
To hold their own amongst established competitors, startups need strong leadership teams and effective business strategy. It is not just about building a fully integrated financialmodel and making a financial decision based on whether or not the output cell is green or red. Learn the business, not just the numbers.
Amid these dire forecasts, FutureCFO spoke with senior financial executives with a regional role across Asia-Pacific for a glimpse into the upheaval that the global pandemic has brought to their FP&A practice, and how they are helping senior leadership weather the crisis with the company intact. Out of the ivory tower.
So, whether you are a number cruncher or story teller, I think you will find something to take away from the class. Spreadsheets : I almost never open an excel spreadsheet during my classes and spend little time on financialmodeling, but I do use my limited Excel skills, when valuing companies and doing corporate financial analysis.
The pandemic gave new meaning to financial agility. It became vital as companies pivoted, recalibrated their financialmodels, and looked to withstand market shocks. For financial leaders, this shift in meaning created challenges. As a result, every company sought financial clarity.
Building Flexible FinancialModels: The ability to quickly adapt to changes is a competitive advantage. CFOs can lead the development of flexible financialmodels that account for various scenarios, including shifts in the global economy and potential technological disruptions.
In this post, we’ll walk you step-by-step through how to think about this, and use our free headcount planning template to run the numbers for a fictional company, NoMoreOffice Inc. These insights powerfully demonstrate the value of a good financialmodel. How do you weigh and plan for the costs of such a change?
And then fast forward to my second decade, when I started to move up to Viacom and expand beyond Nickelodeon, in those days, we moved to more of a platform where each of the brands certainly had separate leadership, but that leadership was really focused on content and marketing. There were a whole number of these firms.
And then I left there and joined a number of my colleagues from Drexel and launched a business that as it turns out, was pretty much a carbon copy of the business we have today. And fortunately for us, there were a number of large scale alternative asset managers, like Carlyle, that were looking to grow in private credit.
As CFOs navigate this complex terrain and adapt their business processes, and decide how large a financial commitment to make to it, they must understand the implications for their financialmodels, risk management practices, and overall business operations.
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