During the pandemic, we witnessed how quickly traditional budgeting and planning process become irrelevant. Traditional controlling does not work anymore. We need to ensure all our planning processes are integrated vertically and horizontally and ensure everyone that plans in the organisation work together.
Hans Gobin
FP&A Leader and London FP&A Board Ambassador
Finance Director with over 20 years of experience in Financial reporting (Internal, External, PLC, Board), FP&A, Performance Management, Systems Implementation, Multinational Project management, Transformation and Change Management, M&A, BPO & SSC.
Experience working in different company sizes ranging from Start-ups to large PLC and PE backed and experience working in various sectors including manufacturing, retail, pharmaceutical, FMCG, and practice.
Founder member of the London International FP&A Board, regularly delivering talks on FP&A-related subject matters.
Author's Articles
To navigate the uncertainties in 2020, FP&A had to change their way of working. On the 4th of February 2021, during The Digital Swiss FP&A Board, we looked at the Scenario Planning via different perspectives. The insightful meeting was delivered by a board panel of 4 distinguished FP&A Board members. This article summarises the key case studies and polling questions.
On the 27th of January 2021, I had the pleasure of facilitating the second Digital Benelux FP&A board meeting. The subject under discussion was “The Art and Science of Digitised FP&A Business partnering”, delivered by a truly international board panel of 5 members based in Canada, the UK, the Netherlands and Germany.
COVID-19 and potentially other black swan have taught us the importance of recruiting & having great synergistic team, ensuring their welfare, making sure we assess the skill sets required for the changing world and leveraging technology to ensure best performance.