The Dubai FP&A Board was established on the 25^th of October 2016 as an educational and networking platform for the local FP&A community.

Since then, 185 members, representing leading global and local companies such as Emirates Airline, Hitachi Energy, Uber, GE Healthcare, Novartis, Telstra, Barclays Bank, and many others joined this think-tank. Together, we explore the best way to address the challenges in the FP&A community in the 21^st century. During the meetings, we guide the development and promotion of best practices in global FP&A, identify and support new trends, skillsets and innovations. 

The speakers from Takeda, Novartis, Emirates Airline, Gourmet Gulf, Essar Projects, and others presented their insights and case studies.
 

The Brussels FP&A Board was established on the 8^th of November 2016 as an educational and networking platform for the local FP&A community.

Since then, 174 members, representing leading global and local companies such as GSK, Johnson & Johnson, UCB, Carrefour, Orange, BMW Group, Mastercard Europe, KBC Group, Fujitsu, Bekaert, and many others joined this think-tank. Together, we explore the best way to address the challenges in the FP&A community in the 21^st century.

During the meetings, we guide the development and promotion of best practices in global FP&A, identify and support new trends, skillsets and innovations.

The speakers from Eurofins Scientific, Esko (Danaher Group), Nutreco, LSEG, RHEA Group, and others presented their insights and case studies.

The Amsterdam FP&A Board was established on the 6^th of October 2016 as an educational and networking platform for the local FP&A community.

Since then, 215 members, representing leading global and local companies such as Microsoft, Unilever, AkzoNobel, Philips, Booking.com, Danone, Samsung, Danish Crown Foods, ING, The Kraft Heinz Company, Shell, and many others joined this think-tank. Together, we explore the best way to address the challenges in the FP&A community in the 21^st century.

During the meetings, we guide the development and promotion of best practices in global FP&A, identify and support new trends, skillsets and innovations. The speakers from BT International Markets, FedEx Express, Tata Steel, Tesla, VEON, Philips, and others presented their insights and case studies.

What ignited this article? I was talking with some upcoming college graduates from a similar background as myself. They were looking to go into corporate finance/financial planning & analysis (FP&A) after graduating from the Kelley School of Business at Indiana University. I shared with them lessons I learned from 10 years in the finance game.

A groundbreaking survey designed to benchmark current and emerging trends relative to how companies are leveraging technology and empowering FP&A professionals to unlock the strategic value of FP&A.

The CEO walks into the CFO’s office and says, “You need to take more ownership of the customer experience and the professional development within and beyond your team. Even a few years’ ago many CFOs would have thought, and some still might think, is that the beginning of a joke?

Framing is how situations are presented to people. How situations are presented affect the decisions that people make. Framing has a role in the work of FP&A practitioners. FP&A practitioners can work through narrow frames.  Narrow frames can appear on income statements through revenues from specific products, executive salaries, and equipment depreciation.

At one of the previous meetings, The London FP&A Board addressed the technological requirements needed for effective FP&A. The well-known Chatham House anonymised rules were deployed to encourage a full and frank debate.

Financial model definitions can be tricky. Financial models are often dependent upon numerous functional areas and academic disciplines, such as accounting, finance and statistics. These disciplines may have differing uses of the same terminology. Model risk management has also drawn on numerous disciplines in its evolution.