Why ERP projects fail to improve decision-making when FP&A is treated as a reporting layer instead of a strategic capability.
Pieter van Loosbroek
Pieter van Loosbroek is the founder and managing partner of steervalue, where he helps to innovate and optimize the role of Finance at both large and small companies.
His focus is on FP&A and Business Control. Van Loosbroek has 25 years of experience, including Heineken, where he led the global FP&A transformation.
LinkedIn profile: https://www.linkedin.com/in/pieter-van-loosbroek/
Author's Articles
FP&A transformation is explored through AI readiness, maturity models, and the shift from reporting to strategic decision support.
In this article, we explore how FP&A leaders can modernise traditional budgeting through a hybrid model combining rolling forecasts, dynamic resource allocation, and AI-enabled planning.
In this article, senior finance leaders at the Amsterdam FP&A Board explore how Agile FP&A, driver-based planning, and technology can transform financial planning into a faster, smarter, and more collaborative process.
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