A finance manager is nothing without the team that they work with and that got me thinking about what makes a good finance team and pushes the department forward from being perceived as a ‘bean counters’ and a group of people that are constantly saying no to a real business partner function and being the engine room of any organisation.
By Andrew Codd, Founder and Lead Producer The Strength In The Numbers Show
The author Andrew Codd is the producer of the Strength in the Numbers Podcast which interviews real finance practitioners to break down their hard-won lessons and deconstruct their practical methods that work on the job and which you won't typically find in textbooks or exams so that we create more influential finance professionals worldwide who solve meaningful problems for their organisations and in return have fun, rewarding and successful careers in finance. Within any organisation you’ll find some groups of people who are the most well-known and highly valued. Given there are many functions, groups, roles & people within our organisations today how can FP&A become, and be seen to be more valued?
Finance staff should find Logos the easiest dimension to work with. As opposed to sales who may use only a small part of the whole facts to support their story.
Like many of you, I have spent significant time thinking about 1) What does FP&A do and 2) What should FP&A do? My team and I landed on this very “packed” vision statement for our finance business partnering group.
Does a career purely in finance hinder your ability to be a senior finance leader? Making sideways movements such as becoming a project manager which still has a massive link back into finance, or moving to a strategy department which requires an understanding of the financial implications of company’s strategy can be beneficial.
What are the fundamental attributes of somebody in a finance manager role and what makes a good finance manager, and for that matter a good finance team?
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