When talking about performance, FP&A should be putting things into perspective by considering industry, competitors, consumer trends, legislation and the overall economy.
Tijana Balotic Truong
Tijana Balotic Truong is a performance management and commercial finance specialist, with 15+ years of international experience in large FMCG companies.
She is strong in risk management and developing business partnering within markets, regions and HQ, and is now helping start-ups and SMEs in the domains of strategy and finance.
Tijana is also active in NGO sector, most recently focusing on enhancing fund raising strategies and programs that improve children well-being. She is a Chartered Global Management Accountant and a Master of Management.
Author's Articles
One of the advantages of working in the domain of FP&A is that it provides excellent opportunity to learn about many aspects of the business. This enables the individual to, not only do the job with a more solid ground, but to also get a better picture of what and how is done in the other departments. Additionally, working closely with colleagues from different functions increases one’s visibility in the organization. But how do you get started in FP&A?
There are different interpretations of FP&A business partnering. In my opinion, it represents a relationship between FP&A and other departments in which all of the parties involved professionally deliver what is required and provide support to each other, with the ultimate aim of creating value for the organisation. For the partnership to work in the long run, there should be a benefit for everyone involved. This is why it is important to have a clear idea about expected outcomes.
Zurich FP&A Board was held for the 10th time on January 30th 2020. It was the largest event so far, with 38 senior finance practitioners discussing keys to effective FP&A storytelling and sharing best practices. Participants were welcomed in Page Executives / Michael Page office. The meeting was sponsored by CCH Tagetik.