Over the past 15 years, I’ve worked with some of the world’s biggest corporations — building budgets, designing forecasts, and helping leadership teams make smarter, more strategic decisions. Today, I lead the Financial Planning and Analysis (FP&A) function for Philip Morris Global Travel Retail, where we deal with complex scenarios across markets and supply chains.

But outside of work, my world looks a little different.

I'm also deeply involved in my local football club. I coach kids, help organise community tournaments, and support the club’s financial planning. On paper, these two worlds — multinational business and grassroots sport — might seem miles apart. But in reality, they are more connected than most people think.

What ties them together is FP&A.

Why FP&A Belongs Everywhere

FP&A is often seen as a corporate function — something that lives inside PowerPoint decks and spreadsheets at headquarters. But that view is far too narrow.

At its core, FP&A is about helping organisations make better decisions. Whether you are managing a global brand or running a small community sports club, you need to plan for the future, understand your risks, and make the most of limited resources. And that is what FP&A does best.

In fact, the principles I use every day at work — scenario planning, cash flow forecasting, cost optimisation — are the very same ones I apply when supporting my football club. That is the beauty of FP&A: it’s universal.

Professional Sport: Big Business, Bigger Decisions

The sports world today is a global industry worth hundreds of billions. Clubs compete not just on the pitch, but in the boardroom — vying for media rights, sponsorship deals, and global fan engagement.

Behind the scenes, FP&A teams are doing the hard work that powers this ecosystem.

Take player transfers, for example. When a football club considers signing a new player, it is not just about the transfer fee or salary. FP&A teams model the full picture:

• How will the player affect ticket sales?
• What’s the potential for increased merchandise revenue or international sponsorships?
• What’s the long-term brand value of this move?

The same thinking applies to facility investments, youth academies, or broadcast deals. Clubs face constant uncertainty — injuries, match results, market changes — so flexible, data-driven planning is essential.

And data is everywhere: fitness trackers, fan sentiment, social media reach. FP&A teams are integrating this into dashboards, building smarter models, and helping leaders make better-informed calls.

Amateur Clubs: Smaller Budgets, Same Principles

Now let’s look at the grassroots level.

Most amateur clubs don’t have big budgets, let alone a finance department. But that doesn’t mean they can’t benefit from solid planning and analysis. In fact, it is often more important — they have fewer resources, so every decision counts.

Here’s how we apply FP&A thinking at our local club:

• Budgeting: We create a basic annual budget based on member fees, local sponsors, and small grants. Every expense — kits, tournament fees, equipment — is mapped out.
• Cash Flow Planning: Income is seasonal. Fees come in early in the year, but many costs land later. We track cash flow monthly to avoid shortfalls.
• Scenario Planning: What if a sponsor pulls out? What if membership drops? We prepare for these events so we are not caught off guard.
• Cost Control: Every expense is reviewed for value. We renegotiate supplier contracts each year and prioritise investment in youth development.
• Non-Financial KPIs: We monitor volunteer numbers, player progression, and community engagement. It helps us stay focused on what really matters.
• Transparency: We share regular updates with members, parents, and sponsors using clear visuals. It builds trust and often brings more support.

Even without a CFO, we are thinking like one.

What This Means for FP&A Professionals

Whether you work in retail, healthcare, tech, or sport, FP&A is one of the most adaptable and valuable skills out there. It is no longer just about reporting. It is about driving impact, supporting strategy, and enabling long-term success.

Sport is a great example — but it is not the only one. These same principles apply in charities, schools, startups, and local businesses. And as professionals, we have the chance to take our skills beyond the boardroom.

So if you are passionate about something outside your day job — whether it is football, music, or your local community — bring your FP&A mindset with you. You might be surprised by the results.

FP&A is no longer confined to corporate walls. It’s becoming a universal language — one that helps organisations of all kinds navigate uncertainty, plan better, and do more with what they have.

Let’s keep expanding where it can go.