SWTCH by Pigment
Three days of predictions, insights, and advice from leaders in finance, sales, HR, supply chain and more
Register now here
SWTCH by Pigment
Three days of predictions, insights, and advice from leaders in finance, sales, HR, supply chain and more
Register now here
FP&A Insights is a collection of useful case studies from leading international companies and thought leadership insights from FP&A experts. We aim to help you keep track of the best practices in modern FP&A, recognise changes in the ever-evolving world of financial planning and analysis and be well equipped to deal with them.
Stay tuned for more blogs and articles from great authors.
By Joao Almeida, CFO Hubs at A.P. Moller-Maersk, and Rich Feldman, Head of Marketing at Finario
Joao Almeida is Chief Financial Officer:Hubs at A.P. Moller – Maersk.
His background also includes numerous board of director roles, transformation director/Europe at CRH plc, a global building materials company, and divisional finance director at the multi-national food products company Danone (formerly Royal Numico BV).
LinkedIn: https://www.linkedin.com/in/joaovendeirinhoalmeida/
Rich Feldman is Head of Marketing at Finario, an enterprise capital planning software company.
He has worked with Fortune 100 and 500 companies for more than 30 years as an advertising agency founder/owner, with a focus on technology, finance, and pharmaceuticals. He was also chief marketing officer at fintech startup PrimaHealth Credit before joining Finario.
LinkedIn: https://www.linkedin.com/in/richfeldman1/
CEOs that are more strategically oriented and less numbers-oriented tend to want to partner with a CFO who has a strong command of the numbers. When that's not the case, and we have CEOs or leadership teams that are focused on their matrix, it can be challenging for the finance organisation. In the new article, Joao Almeida and Rich Feldman discuss some of the current challenges facing leaders in finance, and the role of capital planning in a time of increased uncertainty.
By James Halley, VP Finance & European CFO, Nidec (ACIM Division)
Despite the current circumstances of the COVID-19 epidemic, many FP&A teams have been able to adapt to the challenges and even become more effective during the crisis. Remote working or part-time working has led to more collaboration and is paving the way for new opportunities for both people and organisations. This article will describe the current FP&A challenges and the ways how FP&A teams can address them.
By Simon Alexander, DRIVE Finance Lead Europe/Transformation at FedEx
Increasingly, FP&A’s most valued skill is turning data/facts into a story and putting these into context. However, there is generally too little focus on the actual art and science of storytelling, the primary tool in business partnering. This article on Storytelling will evolve around the three core elements of a good story – the narrative, visuals and data and cover how combining these allows FP&A to fulfil our goal in life of influencing change.
By Olga Rudakova, Finance Professional and Data Skills Trainer
The KPIs you choose to measure the performance of your business, the KPIs you use in traffic lights, and the gauges in your dashboards drive the efforts of your teams and shape your business. In this article, we explain the strategic role of dashboard design and how to set the right KPIs and benchmarks for your business.
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