Working at a local business unit often doesn’t give you access to sophisticated corporate systems to monitor performance. However, as a financial you are quickly immersed into daily operations, learning how things really work. A sample will be given of key indicators used to improve the cash forecast and position of a business unit. 

As an FP&A professional, one of the key foundation points is to build trust and respect with the business. Trust comes in many forms and is built over time, and is something that cannot be obtained immediately. Respect relies on providing quality and timely outputs that the business can rely on as a trusted partner. 

So how did I get there? This article is a snapshot of Turgut Kapisiz's journey and the steps involved.

In the age of metrics and measurement, what are we doing to measure the satisfaction or happiness of those involved in FP&A? When organizations have low employee engagement, they incur additional costs related to the overall drain on productivity, turn-over, etc.., but more importantly companies are missing out on the upside potential to grow and compete based on the creativity, innovation and hard-work invested by an engaged workforce. 

Businesses exist in order to improve the well-being of others.  One approach businesses use for achieving this goal is the concept of people/process/technology.  In businesses the element of people is the responsibility of human resources; human resources is responsible for the acquisition, compensation, and teaching of people.  How can human resources improve its ability to acquire, compensate, and teach people?  An answer is financial planning, thinking about how businesses can accumulate wealth.