The budget process still requires a lot of time and effort, which risks creating an outdated financial picture before the year starts. This blog explores how much value should be placed on detailed budgets and examines the methods that can help streamline any budget team.
Stéphane Bonutto
Stéphane Bonutto has worked in various multinational companies such as Schott Glas and Adam Opel AG in Germany, Switzerland and Italy where he was responsible for commercial finance / pricing and manufacturing finance. He then moved to Oerlikon Balzers to work as Head of Finance / CFO for Germany and then for Europe.
During his career, Stéphane designed and implemented Finance Planning & Analysis tools to drive the performance of the organisations. He also has worked on processes and organisational capability to bring his finance teams to the next level.
Today, Stéphane works as the Principal Director and CFO for the Enterprise Value within the Diversity & Inclusion Business Team at Accenture DACH.
Author's Articles
Capital Expense (Capex) plays a major role in the free cash flow situation of most companies. For this reason, it deserves specific attention within corporate processes. This blog reviews how to plan the right Capex level to sustain future enterprise development, design a request and approval process, and control the level of spend.
Many companies measure their progress against annual objectives through profit and loss (P&L) reporting and a business performance measurement (BPM) tool. In many cases, this tool is a scorecard summarising the key P&L and balance sheet numbers. Is this enough?
Maintaining or increasing profit margins is key to the development of a company, but in many cases, it represents quite a challenge. I can see two main reasons for this: price pressure on the revenue side and inflation on the cost side. This blog explores 5 ways finance can support a company’s revenue maintenance.