Criticism is defined as “the expression of disapproval of something based on perceived mistakes.”  FP&A is a learning process that creates insight into what organizations are doing and where they are going. Processes are not perfect; mistakes are likely to occur.  As a result, FP&A practitioners need to recognize that their work is subject to criticism.

Amsterdam FP&A Board Registration Form - 23 Sep 2025

• Participation in the FP&A board's events is strictly by-invitation-only, with 25–30 attendees per meeting
• It is exclusive to practitioners at the CFO, FD, and Head of Finance levels

Please fill in the registration form below:

Stockholm FP&A Board Registration Form - 18 September 2025

• Participation in the FP&A board's events is strictly by-invitation-only, with 25-30 attendees per meeting
• It is exclusive to practitioners at the CFO, FD, and Head of Finance levels who are in active employment

Please fill in the registration form below:

Last week I led a workshop on management reporting at the IMA Northern Lights Council’s annual seminar in Minneapolis. While there, I had the opportunity to sit in on several excellent presentations.

At a dinner party last night, one of the guests posed a question: Imagine a roomful of people chosen at random. How many people need to be in the room for there to be at least a 50% probability that at least two of the people have the same birthday?

This blog post looks at the ways of how FP&A can help entrepreneurs to accomplish their goals. The action that entrepreneurs take is described through financial reports. Financial reports establish a communication process that reveals what entrepreneurs want to do and how they will do it.

Rolling Forecasts  are an essential tool for financial planning and analysis (FP&A), with a potential to radically transform corporates’ traditional budgeting process. The London FP&A Board of senior practitioners’ most recent meeting focused on why Rolling Forecasts  are ideal for financial planning and analysis (FP&A) professionals.

Most people will agree that planning is a vital activity for every corporate body.  It is often carried out according to a management calendar.  Long-range and resource planning tends to take place on an annual basis, forecasting tends to be quarterly, while reporting is monthly driven. 

Believe it or not, organizations do not collapse if they don’t have a plan or a budget! If a business is already established then two things will impact future results, irrespective of what is planned - organic growth and external influences.

We live in an unpredictable world where the future is uncertain. If it was then we would all make a fortune by making strategic ‘bets’ on certain outcomes. But the world is not like that.