The role of the finance leader is changing. Before long, your colleagues may see you more as a journalist or storyteller — able to unearth critical facts, share a compelling narrative, and deliver the headlines that your decision-makers need today. But how's this possible?

The COVID crisis is significantly challenging companies’ resilience i.e. their ability to face the crisis. It largely depends on their level of preparation. FP&A should keep a permanent assessment of this resilience and potentially promote plans to improve it. How can we do this?

Dashboards have become a powerful tool for FP&A to share insight and gain respect.  In this article, the author shares his top 3 recommendations for improving the quality of your dashboards. 

The FP&A professional’s part in leadership is vital and important to the decision-making process and direction of your business.  Make it your mission to provide the most relevant data to your “customers.”  Explain in non-finance terms, the results, implications, and impact of decisions.  This is your area to own, so be cool, calm and collected, and communicate with confidence!

It’s the middle of the year and it’s time to take charge of your “data destiny” before the budgeting and planning season starts. What exactly is your data destiny? No, it’s not the new Netrunner card game where the objective is to control all the data in the Universe.