Dear {contactfield=firstname},

At recent FP&A Board meetings across the US and Europe, members told me that many of their sharpest insights never make it beyond the slide deck - not because they are wrong, but because they arrive too late, fail to resonate, or get lost in the noise. Ultimately, relevance hinges less on data and more on timing, trust, and delivery.

In this Digest issue, we look at how FP&A can step forward and lead with more impact. We share the Leadership Vision for 2025 eBook, which highlights three key priorities shaping the future of FP&A. You will also find real-world stories from senior practitioners at leading organisations, showing what it takes to stay relevant, influence decisions and manage rising pressure.

Lead the change — don’t wait for it.

Best regards,

Larysa Melnychuk, CEO and Founder
FP&A Trends Group & International FP&A Board

Dispersed organizational data and outdated, non-standardized reporting processes mean financial planning and analysis teams often fail to provide clear, decision-ready insights with only 3% of companies having strategic, operational and financial planning processes that are fully aligned and integrated.

Receive actionable, objective insights Receive actionable, objective insights for you and your FP&A team in this recent report to help you deliver on your critical FP&A priorities to provide greater decision and planning support to the business.

By Pieter van Loosbroek, Global Process Lead FP&A at The HEINEKEN Company

When FP&A operates at a distance, insight often arrives too late — or doesn’t land at all. At HEINEKEN, the solution was simple but bold: embed FP&A directly into commercial teams. That proximity didn’t just accelerate planning. It improved decision quality, strengthened trust and redefined finance’s role across the business.

Read this case study for a practical lens on how FP&A earns its place at the table.

By Oleg Koltsov, Global Head of Financial Planning and Analysis at Unilever

Effective FP&A doesn’t just answer questions — it anticipates them. At Unilever, finance teams reshaped their role by focusing less on reports and more on relevance. By stepping into business conversations early and often, they built trust not just as analysts, but as strategic partners.

Read this case study to see how FP&A can lead by being present where decisions are made.

By Michael Nudelmann, Director Controlling / Head of Corporate FP&A at SWAROVSKI

Why is it rarely the case that FP&A can operate without being overloaded? Sometimes it feels like we are juggling flaming spreadsheets while racing the clock! The pressure is real — but so is the opportunity to rethink priorities, build resilience, and protect space for strategic work.

Read this article to understand the leadership mindset needed to navigate today’s squeeze.

FP&A Trends digital events are vendor-agnostic and complimentary. If you are not able to join the live session, you can register to receive the recording later.

28 May 2025

As FP&A business partnering enters a new era — shaped by smarter tech, rising expectations, and AI — it’s time to ask: what’s still holding FP&A back from becoming truly strategic? And where have you seen partnering succeed or fall short?

Register for this event as senior finance leaders and technology experts will be sharing their practical experience on what it takes to lead this shift.

11 June 2025

As the demands on organisational agility grow, FP&A teams are being called to lead with greater insight and impact. This requires more than new tools - it means rethinking team structures, expanding skillsets and shifting how finance operates and thinks across the business.

Register for this webinar to explore what it takes to build an FP&A team that’s fit for the future - one that can collaborate, influence and deliver strategic value where it matters most.

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