By designing activities that lead to scale, we can achieve the necessary returns to capital and simultaneously create re-investment in the business that results in more fantastic career paths for employees. Financial planning and analysis professionals need to understand scaling to help with strategic recommendations to leaders.

According to a McKinsey study, during the pandemic, about 50 percent of the companies in their research, "the outperformers", took advantage of the crisis, significantly increasing performance. At the same time, 50 percent saw no meaningful change. This article discusses what factors lead companies to outperformance and how Financial Planning and Analysis (FP&A) can help.

What does winning as an FP&A Team mean? A common problem for the FP&A team occurs when the information provided is not used or valued in the decision-making process. Setting up the FP&A team correctly will help alleviate this problem and optimise your FP&A team’s influence. This article will examine how Gallagher has set up its FP&A team to win. 

Most people are familiar that all businesses go through a life cycle – establishment to start up, startup to growth, growth to maturity, and then finally into decline. Similar to companies, careers have a lifecycle as well. 

One of my favorite sayings is – “if you say it enough times, it becomes true”. Within my organization, I’ve heard many sayings I know are simply not true that become believed.

Each function has strategic insight that can benefit senior management with their unique perspective. While this is true, there are only so many seats at the table, and each organization functions differently.