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FP&A Business Partnering

7 Reasons Why Good Financial Business Partnering Starts with Cash Flow

By Michael J. Huthwaite, Founder and CEO of FinanceSeer LLC 

Does your organization view Finance as a business partner, one who provides value-added insight that helps grow the business?  Or does the business tend to perceive Finance as the constant “deal-breakers”, who routinely throw up hurdles and are quick to say “no” anytime a business expert has a new idea or growth initiative?

As Finance leaders, we need to do a better job of leading efforts to educate the business on the importance and simplicity of Cash Flow.  In a world where we are being told to be better “ storytellers ”, we must realize that Cash Flow is a fact, not fiction.  Let’s lead with the simple truth.        

FP&A Business Partnering: Becoming Strategic and Influential

By Ernie Humphrey, CEO at Treasury Careers

I recently had the honor of moderating a global webinar focused on how Finance leaders can leverage FP&A business partnering to impact performance across the enterprise. The featured speakers delivered nothing short of compelling experiences and insights. Larysa Melnychuk, the founder and managing director of FP&A Trends Group, shared her insights and experiences in moderating International FP&A board seminars across the globe. I doubt anyone has had as much face time with FP&A leaders across the globe than Larysa over the past 4 years. Ander Liu-Linberg shared his experiences and insights relative to the ground-breaking finance transformation that has taken place at Maersk over the past ten years. I wanted to share just a few of the great insights and take-aways they offered to our webinar attendees.

The New World FP&A Business Partners: Who are they?

By Larysa Melnychuk, Managing Director at FP&A Trends group

On 16th May 2017, 35 senior finance practitioners joined the fourth meeting of the Geneva FP&A Board. The representatives from such leading companies as Duracell, DXC, General Mills, Honeywell, Medtronic, Newell Brands, Nissan, PepsiCo, Procter and Gamble, The Economist, Tesco PLC, etc., gathered to discuss the latest trends in FP&A Business Partnering

FP&A Within The Economist

In this episode of the FP&A Trends Series, Toby Burton, CFO  (Global Circulation) at The Economist Group and a member of the London FP&A Board, shares his insights on how FP&A helps to drive the profits of The Economist’s Circulation business. 

This is a great example of how flexible and dynamic FP&A can help organisations to succeed in such quick and competitive business environment.

Toby's personal professional journey and experience as a CFO are the tremendous and very inspirational story: it shows how diversity, great leadership and incredible professional passion can help to excel. On the top of his professional responsibilities at The Economist, Toby is  Chair of Royal Association for Deaf people (RAD) in the UK.

FP&A Soft Skills: the Differentiator between a Good  and an Effective Business Partner

--Kuala Lumpur, Malaysia

  • In this episode of the FP&A Trends Video Series Hyder Hasan, Global Finance Director at PureCircle and a member of the FP&A Board in Kuala Lumpur (Malaysia), shares his thoughts on the importance FP&A soft skills. The soft skills are the differentiating factor between a good business partner and an effective business partner. 

  • The core point which most of the finance people miss out in a Finance Business Partnering assignment is to take off their FINANCE HAT and wear their BUSINESS PARTNER’S HAT. In a Finance Business Partnering assignment finance people should not consider themselves as part of the Finance department, but part of their business partner’s department. Finance people should take their business partner’s agenda, as their own agenda and their business partner’s targets as their own targets.

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