FP&A departments are able to track and manage financial plans. But can FP&A help manage the execution of a strategic
FP&A analytical transformation has been dominating headlines for some time. In the last decade, finance, and FP&A in particular, embarked
In this 6-minute video, Tanbir Jasimuddin, Director of Finance at Vardags, explains key concepts and definitions of the Integrated FP&A
Working in FP&A during a crisis is extremely challenging but it is also an opportunity to mature processes, reach a
By Steve Benham, Co-Founder and Director at Profit& Ltd
Steve Benham is Co-Founder and Director at Profit&.
Steve's passion is to help finance departments become genuine business partners, transforming them from corporate historians into fortune tellers, so that CFOs become relied upon for insights into the effect of decisions on future profitability. Steve qualified as an accountant with PwC and spent 15 years of his early career in CFO roles, before forging a career in cost management consulting, spanning over 20 years.
Steve has implemented large cost management projects and developed deep expertise in key sectors including Airlines, Utilities and Manufacturing. Prior to establishing Profit& in 2016, Steve was a Director in PwC Finance Consulting, and Cost Management Practice Lead in Vantage Performance Solutions. Steve also led Consulting Practices for Cost Management in technology firms including SAP, Business Objects and ALG Software.
Anyone working in the FP&A space knows intermittent disruptions such as the COVID-19 epidemic are the just tip of the
By deploying integrated FP&A organisations see greater performance improvements compared with traditional FP&A processes. This is enabled by combining strategic planning, business
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