This is the second part of a three-part series that focuses on the business value that data science & analytics can provide to enterprises.
Emmanuel Jibodu
Emmanuel sees planning, analytics and forecasting as “more about processes and people” believing that the best planning and forecasting results from a drive to understand every aspect of how a business runs – business model and how value is created for customers. Emmanuel possesses diverse experience in strategic finance planning, analytics, mergers/acquisitions and corporate finance.
He is passionate about building FP&A teams that deploy lateral thinking to solve problems for organizations that are looking to accelerate their growth trajectory. His career experience entails adding value in publicly traded Canadian high growth software (SaaS) companies and staid industries – such as manufacturing and environmental services. He possesses an accounting degree from the Schulich School of Business at York University and an MBA from Wilfrid Laurier University.
Author's Articles
This is the first part of a three-part series on the business value that data science and analytics can provide to enterprises.
The Controllership and FP&A are two separate components of the organisation. This article will highlight a couple of differences between the two.
The Boston Consulting Group (BCG) predicts that by 2025, up to a quarter of jobs will be replaced by either smart software or robots. There are numerous articles being written, nowadays, on the plight of several professions — lawyers, financial advisors, accountants, etc., because of robo-lawyers, robo-advisors, and robo-accountants.