FP&A is quickly becoming one of the most important fields within corporate finance. How does someone not currently in FP&A enter the field? How does someone already in FP&A succeed in their role and ensure they're at the forefront of the function's evolution? This article will explain.
Carl Seidman
Carl Seidman is a trusted and disciplined advisor specializing in financial strategy and business transformation. He has dedicated his career to guiding healthy companies through strategic growth and aiding stagnant, under-performing, and distressed companies through turnaround or revitalization.
He is a highly sought-after keynote speaker and trainer in the field of FP&A, business modeling, and Millennial career development.
Carl is a CPA and possesses other professional credentials in insolvency and restructuring, valuation, fraud, and financial forensics.
Author's Articles
The pressure of globalization and agile decision-making requires companies to improve their business modeling. They must integrate big data in real-time, synthesize that data to identify causal relationships and value-drivers, and ultimately use the findings to make high-impact business decisions.
This article will emphasize that ZBB is not exclusively for small businesses. It discusses zero-based budgeting as a tool that can be used to improve a company's understanding of is processes, risks, and opportunities and does not need to be applied to every line or department impacted in the budget.
When companies put greater weight on what the numbers mean, they often rely more heavily on financial reporting and perceive FP&A as a ‘nice to have’. But it’s quite the contrary. FP&A should be used to assist company leadership in problem-solving, risk management, and growth planning. But what is Corporate FP&A Done Right?
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