Skip to main content
Home
The Online Resource for Modern FP&A Professionals
Please register to receive the latest FP&A news, updates and tips Login

Main menu

  • Home
  • FP&A Insights
    • FP&A Trends Digest
    • FP&A Trends Research
    • FP&A Trends Insight Paper
    • FP&A Trends Survey
    • Short Videos
    • Our Contributors
  • FP&A Events
    • International FP&A Board
    • FP&A Trends Webinars
    • Digital FP&A Circles
  • AI/ML Committee
    • Introduction
    • Members
    • Resources
    • Meetings
  • FP&A Tools
    • FP&A Trends Maturity Model
  • About Us
    • Company Policy
    • Privacy Policy
    • Editorial Guidelines
    • Our Ambassadors
    • Our Sponsors & Partners
    • Contact Us
image
Financial Modelling and Automation
December 6, 2018

By Mohammed Hussain, Finance Manager at Builder.AI

Mohammed is an advocate for clean financial modelling and process automation. His key function is "modern" problem solving by blending traditional Excel techniques with BI as a visualisation tool. He strives to produce models that are transparent and easily understood by the end user. This is achieved through efficient Workbook and Worksheet design, and VBA.

His transcendent goal is life is to help others recognise where they can introduce efficiencies in their work in the hope that this extends to other areas of their lives.

LinkedIn account: https://www.linkedin.com/in/mohammedafhussain/

FP&A Tags
AI/ML FP&A
Modelling and Forecasting
FP&A RPA
FP&A Transformation

Disclaimer: Financial Modelling has no strict “right” or “wrong” method of application. It does, however, have forms of best practice and this what this article attempts to highlight

Driver-based modelling has been around for a long time, yet very few know the details behind it and how to implement it. Why? Perhaps because if I ask you the question “what do you think about when you need to build a model?” – the answer is verbose and lengthy detailing the technicalities of the build. As FP&A professionals, we need to transcend the low level of detail and understand the purpose of what we are doing; in this case – what drives the business? 

FP&A fits into a very niche gap of empowering people to understand the “bigger picture” whilst simultaneously preparing the low-level modelling needed to see the picture through to completion. Somewhere in between these 2 roles exist a problem: Wastage
The “wastage” may come in the form of:

  • Old processes which like old habits, cause more damage than good
  • Management who prefer to use a plaster instead of treating the wound
  • Repetitive processes taking days could be automated to hours or minutes

All of the above (and more) go into the making of the beautiful…Business Financial Model

1. Goal of a Model

Financial Models exist to allow people to make informed decisions. It is our jobs as modellers to ensure they have the easiest time in making those decisions

This begins from the end…how the model is presented

To draw from the FAST Standard:

“The high-level layout of a model must reflect the requirements of two fundamentally different groups of interested parties”

The two parties being the Modeller and the Intended User

As modellers, we may often lose sight of the goal and try to implement things into the model that may not be necessary. Therefore, it is vital that the vision of the intended user is always kept at the front of the modellers mind when designing and building the model

2. Brief Outline of an effective Financial Model

Output

Without an Output that mirrors the vision of the Intended User, the rest of the model is of little use

Depending on the purpose of the model, consider the following in model Output:

  • 3 financial statements (COS and OH line items to be kept relevant to industry)
  • Variance analysis. Less ALWAYS means more if the Intended User is a leader or business owner/manager. Detailed analysis can be done separately for those that require it
  • A storyboard. Yes…tell a story! Remember the last time you watched a thriller movie and it kept you alert and focussed? The same approach needs to be taken when communicating financial messages to (potentially) non-financial stakeholders. Give them a reason to spend more than 10 seconds before their phone or colleague distracts them
    • A storyboard explains the movement in 2 numbers in a way that is meaningful. A variance analysis only states the movement. It doesn’t necessarily offer actionable insight.
    • The storyboard “Chunks” the many drivers of a business into to easily understood sections
  • Example: An Emotional Intelligence training academy. This academy offers course to business leaders. The purpose of this academy is to empower leaders to step OUT of cruise control, and think creatively by solving a rubix cube (without algorithms). The key is they are forced to use their innate problem solving skills to solve the cube instead of following a defined set of instructions. The academy is new in the market and to prove itself, only requires payment once a leader solves the rubix cube. The drivers therefore are:
    • Number of leaders taking the course each month
    • Time taken to complete the cube (the less time the quicker the revenue is earned)

For illustration purposes, a simplified variance analysis may show the following: 
 

This is useful – it informs the business that month 2 provided £19,250 more receivables for the business as a result of 50% more leaders taking the course.

The storyboard may extend on this as follows:

  • Month 2 saw a 50% increase in leaders taking the course resulting in c70% more receivables
    • This is as a result of previous leaders referring the course on to others
  • The time taken to complete the cube has increased in month 2. This may be an indication that the training content is not helping the leaders solve the cube quickly enough
  • As the key driver of the business is time taken to complete the cube, this could result in the future dip in leaders taking the course
  • The action is to revise the training the leaders receive before being asked to solve the cube

The above is explained in words, but may often be communicated via a dashboard

Inputs

  1. Data Sources – What systems need to be queried to extract the relevant data for use in the model
  2. Variable/fixed inputs – splitting out what the business CAN and CANNOT (to some degree) control is vital. What are the KEY DRIVERS of the business? Establishing these key drivers is perhaps requires most thought from both parties

Workings

Transform those Inputs, and make them more meaningful before being sorted into the correct Output sheets

Workings can be the backend layer that makes up the financial statements for example, or as simple as detailed analysis of a specific P&L item

Example: Sales on a P&L may have workings that detail all of the services the company provides that generate the sales and the drivers of each service type. Or, a CAPEX schedule that feeds the Fixed Asset Register to populate the Balance Sheet

Automation Layer

Please use VBA Automation with great care. Getting carried away with coding and automating everything you see is an easy trap to fall into, one I have fallen into many times!

In order to continue being effective in driver-based planning, we need to constantly be challenging the driver inputs and the outputs they produce. It is therefore suggested to leave a manual element when it comes to this specific area of Financial Modelling 

If this model is to be used for weekly forecasting, automation may be focussed around ETL processes from a data source

If this model is to be used for month-end reporting, automation may be used to roll over previous accounts, and query data from accounting systems

Summary

So, somewhere in the middle of empowerment of purpose and fulfillment of detailed models, remember to ask the question:

“does the output of this model serve the overall objective it was intended for?”

I am excited for how Artificial Intelligence will empower FP&A professionals to adapt and change. A small insight into what could be different with the intent of AI is the analytical tasks could be automated away from us (such as statement creation and variance analysis). This means FP&A professionals can focus more on leading businesses in a positive and transformative direction

Whilst AI can analyse the past to the nth level of detail and generate a promising prediction of the future, the question is – can it be developed to have the objectivity of a human and interpret its own prediction to the Intended Users?

AI and Humans CAN and WILL coexist. Fear of AI taking over the world is simply the same as when an animal is threatened by a predator. This “Fear” is irrational and is representative of the reptilian brain that ensures our survival.
 

The full text is available for registered users. Please register to view the rest of the article.
  • Log In
  • or
  • Register

Related articles

20 Key Financial Modelling Definitions
May 19, 2017

Financial model definitions can be tricky. Financial models are often dependent upon numerous functional areas and...

Read more
SR 11-7 and Corporate Finance Modelling: Managing Risk and Promoting Success
May 11, 2017

Through the financial crisis, the advent of drill down database capabilities and with direction from the...

Read more
+

Subscribe to
FP&A Trends Digest

We will regularly update you on the latest trends and developments in FP&A. Take the opportunity to have articles written by finance thought leaders delivered directly to your inbox; watch compelling webinars; connect with like-minded professionals; and become a part of our global community.

Create new account

image

Event Calendar

Pagination

  • Previous
  • May 2025
  • Next
Su Mo Tu We Th Fr Sa
27
28
29
30
1
2
3
 
 
 
 
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Transforming FP&A Together: Human & AI Synergy
 
18
19
20
21
22
23
24
Moving from FP&A to Extended Planning and Analysis (xP&A)
 
Five Critical Roles for Building a World-Class FP&A Team
 
25
26
27
28
29
30
31
FP&A Business Partnering and AI: A New Era
 
All events for the year

Future Meetings

The Face-to-Face Amsterdam FP&A Board
The Face-to-Face Amsterdam FP&A Board Transforming FP&A Together: Human & AI Synergy

May 15, 2025

The Face-to-Face Milan FP&A Board
The Face-to-Face Milan FP&A Board Moving from FP&A to Extended Planning and Analysis (xP&A)

May 20, 2025

The Face-to-Face Frankfurt FP&A Board
The Face-to-Face Frankfurt FP&A Board Five Critical Roles for Building a World-Class FP&A Team

May 22, 2025

BPAI
The FP&A Trends Webinar FP&A Business Partnering and AI: A New Era

May 28, 2025

The Face-to-Face London FP&A Board: Data Management & Analytics: Unlocking FP&A Value
The Face-to-Face London FP&A Board Mastering Data in FP&A: Smarter Analytics, Better Decisions

June 5, 2025

FP&A Trends Webinar The Evolving Role of FP&A: From Number Cruncher to Strategic Advisor
The FP&A Trends Webinar Making FP&A Teams Fit for the Future

June 11, 2025

The Face-to-Face New York FP&A Board
The Face-to-Face New York FP&A Board From Insight to Impact: FP&A Business Partnering in Action

June 17, 2025

The Face-to-Face Sydney FP&A Board
The Face-to-Face Sydney FP&A Board Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments

June 26, 2025

The Face-to-Face Singapore FP&A Board: Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments
The Face-to-Face Singapore FP&A Board Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments

July 8, 2025

AI/ML FP&A
AI/ML FP&A
Data and Analytics
Data & Analytics
FP&A Case Studies
FP&A Case Studies
FP&A Research
FP&A Research
General
General
Integrated FP&A
Integrated FP&A
People and Culture
People and Culture
Process
Process
Technology
Technology

Please register to receive the latest FP&A news, updates and tips.

info@fpa-trends.com​

              

Foot menu

  • FP&A Insights
  • FP&A Board
  • FP&A Videos

Footer countries

  • Amsterdam
  • Austin
  • Boston
  • Brisbane
  • Brussels
  • Chicago
  • Copenhagen
  • Dubai
  • Frankfurt
  • Geneva
  • Helsinki
  • Hong Kong
  • Houston
  • Kuala Lumpur
  • London Board
  • London (Circle)
  • Melbourne
  • Miami
  • Milan
  • Munich
  • New York
  • Paris
  • Perth
  • Riyadh
  • San Francisco
  • Seattle
  • Shanghai
  • Singapore
  • Stockholm
  • Sydney
  • Tokyo
  • Toronto
  • Washington D.C.
  • Zurich

Copyright © 2025 fpa-trends.com. All rights reserved.

0