In this article, the author explores how organisations can balance rigorous financial planning with an agile mindset, highlighting the dangers of cognitive biases and offering strategies to prevent reliance on outdated assumptions and past information.
Daniele Martins
Dani Martins is a seasoned strategic executive with over 25 years of diverse and solid career experience. Renowned for her passion for transformation, Dani partners with people and organisations to translate strategies into actionable outcomes. Her expertise spans Financial Planning, Leadership, Business Management, and Change Management.
Throughout her career, Dani has spent more than a decade as the International Financial Planning Director at a leading multinational technology company. In this role, she honed her skills in agile processes and team leadership, successfully guiding cross-functional teams across the globe.
Beyond her executive leadership, Dani founded the FPA Brasil community and Infinitum Eu. Through these platforms, she is committed to transforming professionals in the financial planning industry and empowering female leadership. Dani holds a strong academic foundation in Accounting, Marketing, Business Management, and Psychology, and she is continually pursuing personal growth and sharing her extensive knowledge with others.
Author's Articles
In this article, the author describes how to drive strategic people transformation to enable them to embrace an agile mindset required for navigating the current business landscape.
Many companies are getting back to the office (or never left), some have already decided to remain fully remote, yet others are trying out a hybrid mode. The only thing in common between them is no one is sure of the best set-up yet.
Are we missing the opportunity to think broader and bolder? Could we use the learnings we gained so far with remote work to address a well-known problem: the lack of FP&A professionals in the job market?
Our company has believed that “two think better and faster than one”. That is why pair programming is one of our secrets for success, and it does not pass unnoticed by our clients. So why should it be ignored by leadership?
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