Anders Liu-Lindberg

Leading advisor to senior Finance and FP&A leaders on how to succeed with business partnering

Tired of finance being stuck in reporting mode? Wondering how to make your finance team truly influence the business? Need to upgrade your planning, reporting, or business partnering model? You’re not alone, and we’re here to help.

📞 Let’s talk: anders@bpidk.org | +45 2926 6410

Who Am I?

I’m Anders Liu-Lindberg, Partner and CCO at Business Partnering Institute. I work with senior finance and FP&A leaders across Europe to elevate the role of finance. This means greater impact, stronger business partnerships, and more informed decisions through modern planning and reporting practices.

Formerly with Maersk, I’ve spent the last 10+ years bridging the gap between finance and business as a speaker, advisor, content creator, and interim leader. Whether it’s defining a new operating model, redesigning reporting, or leading from within, I bring both vision and execution to the table.

What We Do at Business Partnering Institute

We help companies build finance teams that matter, both inside and outside the room, at the table, and in the decisions. We’re hands-on, shoulder-to-shoulder, and always focused on real business outcomes.

Interim Finance Leadership
Step-in support for critical roles like VP Finance, Business Partner, or Controller, fast onboarding, and full ownership.

Consulting Projects
From planning & forecasting to reporting frameworks and service delivery models, we design, implement, and embed.

Learning & Upskilling
Tailored learning journeys that transform business partners into trusted advisors covering people, business, and leadership skills.

Why Reach Out?

Whether you're gearing up for the next budget cycle, scaling your finance team, or rethinking the role of business partnering, I’d love to hear where you’re headed.

We work across industries and company sizes, always tailoring our approach to your unique context. And we’re proud to see our clients succeed long after we’ve stepped away.

Let’s grab a coffee or set up a call. No pitch. Just a good conversation about finance with more impact.

📞 +45 2926 6410
✉️ anders@bpidk.org

Advisory Board Member

The tides of change are flowing into the finance function which sends the function into the age of 4.0. We say it is "Enabled by tech - Driven by people". 

At Born Capital, we focus on tech enablement and are looking for early-stage startups in what we call #CFOTech that will enable the finance function to become a profit driver. We have a keen interest in FP&A and Business Finance as this is where we see the biggest improvement potential.

Actually, CFOs themselves know this as 71% of them are not happy with the performance of their FP&A team despite significant investments made in the past decade. We will help the office of the CFO get the right tech and tools to step up to the plate and deliver on the expectations of the CEO and other CXOs.

Feel free to reach out if you would like to know more about how we can help your start-up to the next level...

𝗡𝗲𝗮𝗿𝗹𝘆 𝟭𝟬% 𝗼𝗳 𝗖𝗙𝗢𝘀 𝗹𝗲𝗮𝘃𝗲 𝘄𝗶𝘁𝗵𝗶𝗻 𝗮 𝘆𝗲𝗮𝗿. More than 50% are gone by year five. Most fail because they came in with answers instead of questions.

BCG found this pattern in their analysis of S&P 500, FTSE 100, and Euronext 100 companies.

The CFOs who survive? They spend their first 90 days listening, not executing.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

New CFOs feel pressure to prove themselves fast. So they arrive with a playbook from their last role.

But every organization is different. What worked before might fail here.

A strong start isn't about having answers. It's about asking the right questions.

Questions across every dimension of finance:

• Financial Planning & Analysis
• Financial Reporting
• Risk Management
• Cash Management
• Capital Management
• Investor Relations
• Corporate Governance
• Strategic Planning
• Leadership & Management

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

CFOs who rush to "make their mark" often make the wrong mark.

They launch initiatives before understanding the real problems. They reorganize teams before knowing who the key players are. They set priorities before grasping what leadership actually expects.

The first 90 days are not for execution. They're for discovery.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗠𝗲𝗲𝘁 𝗲𝘃𝗲𝗿𝘆 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿

Direct reports in week one. Peers and external partners by week four. Ask what they want to change—and what they don't.

𝟮. 𝗔𝘀𝘀𝗲𝘀𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗮𝗰𝘁

Benchmark your finance function against peers. Understand where you're strong and where you're exposed.

𝟯. 𝗕𝘂𝗶𝗹𝗱 𝘆𝗼𝘂𝗿 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗹𝗶𝘀𝘁

The BCG article linked below outlines what to focus on. Read it.

Because here's what separates CFOs who last from those who don't:

They don't assume they know. They ask until they do.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: If you're a new CFO, are you asking enough questions—or rushing to prove you have all the answers?

P.S. We created a cheat sheet with 99 questions CFOs should ask across all nine finance areas. Comment "99 questions" and I'll send it to you.

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🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

Management, Accounting, Environment & Strategy

Mergers & Acquisitions

Strategic Analysis of Business Value Creation

The Danish Institutional Competitiveness

Copenhagen Business School

Chinese

Danish

English

French

German

Pivotal Business Society

Business Partnering Institute (BPI)

As the author of Communicating Financials to Executives, I empower finance professionals to bridge the gap between financial reporting and executive decision-making.

The book offers a structured, practical guide for CFOs, FP&A teams, and finance business partners to communicate financials with clarity, context, and impact. It’s not about dumbing down the numbers; it’s about elevating the conversation so that financial insights drive real business decisions.

Core Concepts Covered:

- A 5-step framework for turning raw data into executive-ready insights, messages, and actions.

- Audience-first communication that speaks the language of decision-makers.

- Framing financials in a business context, highlighting risks, opportunities, and trade-offs.

- Structuring and simplifying complex information without losing substance.

- Using visuals and storytelling to make data engaging and memorable.

- Crafting impactful reports and presentations that inform, influence, and accelerate decisions.

Whether you're preparing a board pack, presenting monthly results, or enabling strategic planning, this book helps you become a trusted advisor, not just a reporter of numbers.

Author of Communicating Financials to Executives

Imagine you've stumbled upon a complex problem. It's a problem that's affecting millions of people across the world. At the time, no one has been successful in solving the problem, and as time passes more and more people's careers are being impacted. That's how I feel about business partnering.

All finance and accounting professionals face a choice. Evolve or be automated. Business partnering is one of those evolutionary paths that these professionals can take. However, despite being a desirable path for more than two decades only a few have found the way and made it to the other side. Most are still on the journey and are having a hard time making it.

This is why we have founded Business Partnering Institute and why I have made it my mission to help these millions of people find their way. In my role as Chief Commercial Officer, I'm responsible for creating awareness around what business partnering is and how you become good at it. In doing that I'm making the connection between companies and individuals who are looking for guidance and how BPI can help them.

As a former business partner myself, I have been on the journey and know all about the struggles that others are facing. That's why I and the team at BPI are ideally suited for helping finance teams across the world elevate their influence in the company through business partnering. We can help you too. Just send a message and let's get the conversation started.

Partner | Chief Commercial Officer (CCO)

We've founded the Business Partnering Institute because we want to crack the code on Business Partnering and unlock the value potential hidden in finance functions around the world. By helping them adopt a business partner mindset they'll instantly move closer to the business and start Creating Value Together.

At BPI we want to be the catalyst for change in Finance and help individuals and organisations to change in a digital world where the finance function of tomorrow looks very different from that of yesterday!

We focus on three core areas being Training & Advisory, The Business Partnering Round Table and an online Business Partnering Community. You can read more about each of the three areas at www.businesspartneringinstitute.org.

At the Business Partnering Institute my main focus is to grow the online community and in particular, the Finance Business Partner Forum which is the largest online Business Partnering Community in the world with close to 5,000 members. You can join the forum here https://www.linkedin.com/groups/8475765. In the forum thought leaders will share relevant content and new articles about Business Partnering and the changes happening all around the finance function. Everyone can join in the discussion and ask questions directly to the leadning thinkers in Business Partnering. What are you waiting for? Join today!

Co-Founder

Here's the most comprehensive piece ever written on how to become a successful finance business partner and how to implement the concept in your company. Moreover, we describe how being a finance business partner is just as much a mindset for the whole finance function as it is a specific role.

In essence, it's about knowing your business and how to create partnerships with your stakeholders/internal customers by always having the customer's needs left, front and center of everything you do.

Finance is not here to do Finance but to support the business create value or even create value on its own. Without value creation, neither you, your finance function nor your company will go anywhere.

You can buy the book here www.financebusinesspartner.dk [Currently only available in Danish).

Co Author of the book "Create Value as a Finance Business Partner"

Imagine you could work with something that you're immensely passionate about and fulfill your purpose. What would that be? To me, it's helping finance professionals across the world becoming better business partners. That's exactly what I can do at the Business Partnering Institute which I was part of founding in April 2018. 

Through learning and development programs we train finance professionals in the skills that are needed to succeed with business partnering. We also advise senior leaders in Finance to help them better understand how strong their teams are at business partnering. Lastly, we cover immediate needs through interim business partnering when you've received a critical resignation.

What's my role in all of this? As a partner, I deliver our services and am in charge of our research and networks service line where we release business partnering best practices every day. As a COO I make the company run from strategy to execution and drive us to achieve our goals. It's also my job to take the company from a start-up to a scale-up. As a CMO I do marketing when it comes to our point of view on business partnering as well as our product offering.

Our ultimate goal is to crack the code on successful business partnering and start creating some value together with you! If you want to join the journey and improve on business partnering then don't hesitate to reach out!

Partner | Chief Operating Officer (COO) | Chief Marketing Officer (CMO)

As the CMO of the Business Partnering Institute, I'm in charge of all online marketing activities aiming at increasing brand awareness and placing the institute as the go-to company for training and advisory on business partnering. This includes lead generation and talking about business partnering with individuals and companies all around the world.
I'm also responsible for creating and publishing content that showcases the latest developments within business partnering and case studies of how individual companies are doing it.
Reach out to me if you'd like to learn more about our approach to business partnering and how we could potentially help you and your company.

Chief Marketing Officer (CMO)

LinkedIn

As a LinkedIn Learning instructor I create finance and accounting related content to the LinkedIn Learning platform. The content is routed in the thought leadership that we publish at Business Partnering Institute.

The first course is titled "Driving Business Impact for Finance Professionals".

LinkedIn Learning Instructor

LinkedIn is the world's largest networking site for business professionals. Since 2014, they have opened up their platform for the members to write content which they can share with other members.

I write about how the finance function is changing and what you as a finance professional or company can do to keep up with the changes. In addition, I write about personal branding, disruption, networking, leadership and other areas where I think I can add some insights.

I'm not a specialist, but I share my opinions and discuss them with other LinkedIn members.

Blogger

Linkedist

LinkedIn is the best marketing channel you haven't heard of yet! Most see it as a resume platform however there's a thriving content community on the platform and professionals go there for the latest news within their field. From companies to individuals this is a cannot miss opportunity to improve your employer or personal brand. Linkedist is your go-to company in the Nordics and Baltics for help unlocking this potential.

As advisory board member at Linkedist I help shape the strategy for the future and make real choices about where to play and how to win as a company. I use my experience from my own start-up and other advisory board roles to help the Linkedist team make the right choices. That and I get to further pursue my passion for how to best use LinkedIn as a platform!

Profitability Analytics Center of Excellence

The Profitability Analytics Center of Excellence (PACE) is a non-profit community of professionals dedicated to helping organizations make better, more informed decisions through the use of data analytics employing integrated, causal models.  Focusing exclusively on how to enable better managerial decision-making within organizations through the use of such models, PACE is the go-to source for people looking for independent and impartial (vendor and methodology neutral) information in this area.

Board Member

Born Capital

A.P. Moller - Maersk

8 months into my new senior finance business partner role I got an added scope. Now It's my job to drive value creation as a trusted partner for the trades from Asia to/from Middle East and Europe as well as Middle East to/from Europe. This scope makes up roughly 30% of Maersk's Ocean Business and a massive opportunity to create value!

My approach to business partnering is simple. 

Step 1: Go learn about how the business is doing. 
Step 2: Pair your newly acquired business understanding with your understanding of the numbers and present your view on the business. 
Step 3: Make recommendations for how to improve performance. 
Step 4: Follow-up on if the decisions made to improve performance yielded the expected results.

From here you repeat steps 3 and 4 and elevate your impact from an operational level, to tactical, and to a strategic level. This is my mission with my added scope as it was since I started my new role. Meet or beat targets and get a positive NPS score from my stakeholders. That's really all that counts!

Senior Finance Business Partner, EMEA (Europe & Middle East)

Business partnering is simple to understand but hard to do successfully. That's why I've decided to once again be a finance business partner at Maersk. I want to crack the code on successful business partnering and I hope that you want to help me! We need to collaborate on solving this challenge and it starts now. Connect with or follow me and let us create value together!

At Maersk, I'm a business partner to our largest product being the trade lane between Asia and Europe. I challenge the strategic direction setting and ensure we make the right choices about Where to Play and How to Win. It's my responsibility to answer the question "Are we Winning?". If we're not winning then I collaborate with my stakeholders to come up with actions that can improve performance. If we're winning I challenge them to deliver even better performance.

I measure myself on two success criteria: 1) are we achieving or overachieving on our targets and 2) do my stakeholders think that I made a positive contribution to that end. Nothing else matters.

Senior Finance Business Partner; Europe Trade Cluster

What would you do if someone offered you the opportunity to create a World-Class finance function? I decided to say "Challenge Accepted!" when offered this opportunity back in the Spring of 2017. With a purpose of helping the finance function become more involved with the business and drive value creation this role was ideally suited for me!

Now I work with providing strategic advice to our senior finance leaders in terms of how to develop our finance function at Maersk. I also help them execute on their strategic plans through overall program management and specific project support where needed.

I collaborate with The Hackett Group on understanding where we need to further develop the function and with top-tier consulting companies on some of our large-scale initiatives. One such initiative which I am particularly proud to have been part of is our Business Finance College. Probably the largest training program of its kind ever globally, we took 500 Finance Business Partners and leaders through a tailormade training program designed to make them better business partners and better leaders. We are aiming for a complete culture and mindset change with a winning aspiration to Drive Value Creation as a Trusted Partner.

We're not World-Class yet but we're not far off so watch out for the big fanfare when we reach this milestone!

Head of Global Finance PMO

Maersk Line is the world's largest container shipping company and operates a vast logistics network covering almost all countries in the world. Whether you need transportation from door to door, port to port or any other connection Maersk Line will get the job done for you.

I work as a Senior Finance Business Partner in the Europe Region where I help shape the finance function of the future in a global finance transformation project. We're moving almost all finance staff from the frontline to global service centers. Teams that only a handful of years ago consisted of several hundred people are now down to pure business finance teams supporting the front line. Consequently, the global service centers take end-to-end responsibility for processes and tasks and can make significant improvements the former teams could only dream about.

I work with defining what good finance business partnering looks like and how the remaining teams can accelerate their value adding activities. I help them implement the strategic direction set by top management and through performance management ensure that we reach Maersk Line's strategic goals.

In addition, I have been the project manager on a cost saving project where we several years running have saved upwards to USD 100M. I set the direction for the region and facilitate knowledge sharing sessions where operations managers come together to discuss how to come up with new savings ideas.

You should also read some of my articles on finance business partnering and how you can transform your finance function below.

Senior Finance Business Partner

Freelance writer at D!gitalist Magazine where I write about digital finance, finance transformation and the future of finance. 

Have a good story you want to publish? Reach out and let’s work on it together!

Freelance Writer

CFO innovation Asia

Contributing with articles about current developments in the finance function and in particular around how Finance can help the business add value.

Techstory.in

Jobindex A/S

Jobindex is the leading job site in Denmark where companies post their positions and enlist Jobindex to encourage candidates who have an active CV to apply for the positions.

I help people who are looking for a job refine their resume and cover letter and prepare pitches for interviews and have so far helped more than 10 candidates whereof several of them have found interesting jobs after receiving my guidance. My offer of assistance isn't limited to Jobindex as I generally try and help all job seekers out there getting closer to their dream job.

I have been recognized by https://www.topresume.com/ for having a resume ranking in top 4% of all resumes and I want to use that expertise to help you write a stellar resume too!

You can read some of my advice in below articles.

Job Search Coach

Leading advisor to senior Finance and FP&A leaders on creating impact through business partnering | Interim | VP Finance | Business Finance

CFO hos Framna Group

Financial Controller North Europe, Impala Terminals

Retired

Rolling Forecast is part of the Beyond Budgetting concept which aims at replacing the budget process with a target setting process, a resource allocation process and rolling forecasts. The succesful implementation of this concept into the Maersk Drilling organization required intensive stakeholder management as it needed to be embedded within the whole organization and not only in the Finance function. It required creative thinking to design the concept to be tailormade to Maersk Drilling instead of just being a generic concept and most importantly it required a very structured approach to all of the above in order to ensure that the stakeholders was involved at the right time and understood the concept all through the implementation.

Key achievements:
1. obtained buy in from all stakeholders
2. designed three new unique processes
3. designed a new reporting application to allow for decentral reporting


Rolling Forecast Implementation

360 Degree Leadership Intelligence Survey

Order your copy of Communicating Financials to Executives, now. It offers a simple 5-step framework to structure your communication to drive for actions and many practical examples.

Communicating Financials to Executives

Ten principles for doing planning and forecasting differently. The average budget process takes three to five months, and the average forecast cycle is four weeks. That's too long with too little impact. This eBook will give you a different perspective and set you on a more impactful course with planning and forecasting.

The Planning & Forecasting Blueprint.pdf

A weekly live show where I review the latest trends in finance and accounting with guests and questions from the audience.

#FinanceMaster - YouTube

Do you want to learn more about Trends in Finance and Accounting? Then make the #FinanceMaster Podcast one of your standard weekly podcasts to listen to.

#FinanceMaster Podcast

CFO Insights

I presented the case study of how Maersk Line has successfully implemented a business partnering concept in the finance function.

I was the host at the largest CFO conference in Scandinavia with more than 600 participants. I took all of them through the day while also running a panel discussion on the future of finance transformation.

IQPC

Finance Business Partnering, Blockchain and Energy Management

The Hackett Group Inc.

I speak at various Hackett events and peer exchanges about how to succeed with business partnering

MSB EVENTS

Speaker at MSB Conference on Financial Planning & Control. I presented the Finance Transformation Nine Box (https://www.linkedin.com/pulse/introducing-finance-transformation-nine-box-anders-liu-lindberg?trk=mp-reader-card) which is a structured approach to running a Finance Transformation program.

Økonomiforum ApS

I spoke about the framework for finance transformation which I have used to successfully transform finance functions called "The Finance Transformation Nine Box".

06. CFO 90-day plan

𝗠𝗼𝘀𝘁 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝘀 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗶𝗺𝗽𝗿𝗼𝘃𝗲.
Few actually know where to start.
I've seen it too many times.

Finance teams launching transformation initiatives.

New tools.
New processes.
New ambitions.

Yet nothing moves.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

They're missing two things: structure and progress.

Without structure, you can't measure. Without measurement, you can't benchmark. Without benchmarking, you can't set a target. And without a target, every initiative feels pointless.

A process house like this one breaks the finance function into 21 specific processes:

• Accounting
• Tax Management
• Capital Allocation
• Risk Management
• Cost Management
• Financial Reporting
• Asset Management
• Financial Compliance
• Treasury Management
• Regulatory Compliance
• Financial Communication
• Cash Handling and Banking
• Financial Policy Development
• Financial Planning & Analysis
• Finance Education and Training
• Strategic Financial Management
• Financial Systems & Technology
• Employee Benefits Management
• Sustainability and ESG Reporting
• Vendor and Supplier Management
• Financial Analytics and Business Intelligence

Each one can be measured. Each one can be benchmarked. Each one can have a clear ambition.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

Finance functions that lack structure end up being reactive rather than strategic.

They chase ad-hoc improvements. They invest in tools without knowing which process needs them most. They never have a clear picture of where they stand versus where they want to be.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗠𝗮𝗽 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀

Use a framework like this to identify every process in your finance function. No blind spots.

𝟮. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗲𝗮𝗰𝗵 𝗼𝗻𝗲

Define KPIs for each process. Be honest about current performance.

𝟯. 𝗦𝗲𝘁 𝗮𝗺𝗯𝗶𝘁𝗶𝗼𝗻𝘀

Benchmark against best practice. Decide how good you want to become. Then prioritize.

Because here's what separates finance functions that transform from those that just talk about it:

They structure their function first. Then they improve it systematically.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Does your finance function have a clear structure for measuring and improving performance?

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🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

𝗧𝗵𝗲 𝟵𝟵% 𝗺𝗶𝗻𝗱𝘀𝗲𝘁 𝗶𝘀 𝗸𝗶𝗹𝗹𝗶𝗻𝗴 𝗖𝗙𝗢 𝗶𝗺𝗽𝗮𝗰𝘁.
I've seen it too many times.

Reports have to be 99% correct before we present them.
Forecasts have to be 99% accurate before we share them.
Budgets have to cover 99% of accounts before we consider them complete.

This perfectionism sounds professional. It's actually paralysis.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

The Pareto Principle applies to finance, just as it does to everything else. 20% of the work creates 80% of the outcome.

Yet most CFOs and finance teams operate in reverse. They spend 80% of their time chasing the last 20% of accuracy.

Meanwhile:

• Decisions wait for perfect data that never comes
• Strategic conversations happen without finance input
• The business moves forward while finance is still polishing numbers

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

A forecast that's 80% right and delivered on time beats a 99% forecast that arrives too late.

The CFO who shares directionally correct insights early gets invited to strategic discussions. The one who waits for perfection gets left out.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘆𝗼𝘂𝗿 𝟮𝟬%

Which accounts, metrics, and analyses actually drive decisions? Focus your precision there.

𝟮. 𝗦𝗲𝘁 "𝗴𝗼𝗼𝗱 𝗲𝗻𝗼𝘂𝗴𝗵" 𝘁𝗵𝗿𝗲𝘀𝗵𝗼𝗹𝗱𝘀

Define when something is ready to share. Not perfect. Ready.

𝟯. 𝗧𝗿𝗮𝗱𝗲 𝗽𝗿𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗳𝗼𝗿 𝘀𝗽𝗲𝗲𝗱 𝗼𝗻 𝗹𝗼𝘄-𝗶𝗺𝗽𝗮𝗰𝘁 𝗶𝘁𝗲𝗺𝘀

Not every account needs the same level of scrutiny. Allocate effort where it matters.

Because here's what separates CFOs who drive strategic transformation from those who just keep the books accurate:

They embrace the 80/20 principle. And they know that influence comes from timely insight, not perfect precision.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Is your finance team stuck in a 99% mindset?

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
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08. 80-20 CFO

𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝘃𝘀. 𝗗𝗮𝘁𝗮 & 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀.
In too many companies, these teams are fighting each other. I've seen it too many times...

Download the full resource sheet here: https://lnkd.in/dv6DyDdD

Data & Analytics builds dashboards that Finance doesn't use.

Finance requests reports Data & Analytics can't prioritize.

Both teams feel undervalued. Both blame the other.

Meanwhile, decision-makers get conflicting numbers and lose trust in both.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

These teams aren't competitors. They're complementary.

Data & Analytics can deep-dive into the numbers.

Finance can communicate them in a way that decision-makers understand.

One without the other is incomplete.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

The conflict usually stems from ignorance, not incompetence.

The solution? Learn about both disciplines.

Here are 20 free resources to build cross-functional literacy:

𝗙𝗜𝗡𝗔𝗡𝗖𝗘 𝗙𝗨𝗡𝗗𝗔𝗠𝗘𝗡𝗧𝗔𝗟𝗦

• CAPEX vs. OPEX - https://bit.ly/3ZFfYXk
• Budget vs. Actual - https://bit.ly/3QA2slm
• Sales forecasting - https://bit.ly/3UE6ouA
• Value driver analysis - https://bit.ly/3KD5iLj
• Profitability analysis - https://bit.ly/4sOUHLy
• From data to insights - https://bit.ly/43zFPtM
• Driver based planning - https://bit.ly/3oxK5fd
• 10 principles for planning - https://bit.ly/3Gd9SjZ
• Pro's and con's of budgeting - https://bit.ly/3KxBU2C
• Better management reporting - https://bit.ly/2mxAaRe

𝗗𝗔𝗧𝗔 & 𝗔𝗡𝗔𝗟𝗬𝗧𝗜𝗖𝗦 𝗙𝗨𝗡𝗗𝗔𝗠𝗘𝗡𝗧𝗔𝗟𝗦

• Learning SQL - https://bit.ly/3lMVRho
• Basic data cleansing - https://bit.ly/3GQrDbf
• Practical data literacy - https://bit.ly/3ZYiQcY
• Intro to Power Query - https://bit.ly/3KOKjQM
• Tableau for beginners - https://bit.ly/3KuQKoX
• Introduction to PowerBI - https://bit.ly/3U4T1Uj
• Processing data in Excel - https://bit.ly/3m4lm3w
• The four levels of analytics - https://bit.ly/3KOkFJ
• Python for Data Analysis - https://bit.ly/3SZYEqXh
• Introduction to Data Analytics - https://bit.ly/3KSZ7l8

When Finance understands data fundamentals, they ask better questions.

When Data & Analytics understands financial planning, they deliver more relevant insights.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Are your Finance and Data & Analytics teams learning from each other, or fighting each other?

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

𝗠𝗼𝘀𝘁 𝗖𝗙𝗢𝘀 𝗳𝗮𝗶𝗹 𝗮𝘁 𝘁𝗵𝗲 𝗳𝗶𝗻𝗶𝘀𝗵 𝗹𝗶𝗻𝗲.
Not because they lack strategy.
But because they can't communicate it.

These four books make up what I call the CFO's Operating System:

𝟭. 𝗣𝗹𝗮𝘆𝗶𝗻𝗴 𝘁𝗼 𝗪𝗶𝗻 – How to create a strategy

A battle-tested framework from Procter & Gamble. Simple, rigorous, and practical for defining where and how to win.

𝟮. 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗕𝗲𝘆𝗼𝗻𝗱 𝘁𝗵𝗲 𝗛𝗼𝗰𝗸𝗲𝘆 𝗦𝘁𝗶𝗰𝗸 – What choices to make

Evidence-based guidance on overcoming the biases that distort strategic decision-making.

𝟯. 𝗧𝗵𝗲 𝟰 𝗗𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲𝘀 𝗼𝗳 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 – How to execute it

A proven system for translating strategic goals into operational results through focus, leverage, and accountability.

𝟰. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗻𝗴 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹𝘀 𝘁𝗼 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 – How to report on and follow up on it

A 5-step framework for delivering insights clearly and influencing decisions at the executive level.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

Most CFOs can handle the first three. They can build strategy, make choices, and drive execution.

But too many stumble when it's time to communicate financials to executives.

They know the numbers. They just can't translate them into narratives that drive decisions.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

You can have the best strategy in the world. If you can't communicate it, it doesn't matter.

Executives don't need more data. They need clarity. They need stories that connect financial outcomes to strategic priorities.

That's why we wrote "Communicating Financials to Executives." Because this is where most CFOs lose their seat at the table.

You can buy it here or from most other online bookstores: https://bit.ly/3YhfeEE

With these four books, any CFO can drive value creation beyond the expectations of most CFOs.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Which of these four areas is your biggest gap?

Comment "I want the first chapter" and I'll send you the first chapter of our book.

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
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🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
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𝗠𝗼𝘀𝘁 𝗖𝗙𝗢𝘀 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀.
And the business moves on without them.
I've seen it too many times.

We analyzed the 10 most cited CFO responsibilities in job descriptions.

They fall into three categories:

𝗖𝗼𝗿𝗲 𝗖𝗙𝗢 𝗠𝗮𝗻𝗱𝗮𝘁𝗲𝘀
• FP&A / Budgeting & Forecasting
• Financial Reporting & Compliance

𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗘𝗻𝗮𝗯𝗹𝗲𝗿𝘀
• Risk Management
• Cash & Capital Management
• Data & Decision Support
• Stakeholder Communication
• M&A

𝗘𝗺𝗲𝗿𝗴𝗶𝗻𝗴 𝗘𝗱𝗴𝗲
• Cross-functional Collaboration
• Strategic Planning
• Digital Finance Transformation

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

Most CFOs spend 80% of their time on the core. Budgets. Reports. Compliance.

But the emerging edge is where value gets created.

Strategic planning. Digital transformation. Cross-functional collaboration.

That's where CFOs shape decisions before they're made, not after.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

CFOs who stay stuck in the core get involved too late.

The business makes decisions without them. And those decisions are worse on average.

But it doesn't stop there.

When the CFO is marginalized, the entire finance function follows. Finance leaders get involved even later. Individual contributors get sidelined completely.

The ripple effect is devastating.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗔𝘂𝗱𝗶𝘁 𝘆𝗼𝘂𝗿 𝘁𝗶𝗺𝗲

Track where you actually spend your hours. Core, enablers, or edge? Be honest.

𝟮. 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 𝘁𝗵𝗲 𝗰𝗼𝗿𝗲

Your team can run budgets and compliance. They can't represent finance in strategic conversations. Only you can.

𝟯. 𝗦𝗵𝗼𝘄 𝘂𝗽 𝗲𝗮𝗿𝗹𝘆

Get into strategic discussions before decisions are made. Not after. That's where CFOs create real value.

Because here's what separates CFOs who shape the business from those who just report on it:

They invest in the emerging edge, not just the core mandate.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Are you spending most of your time on the responsibilities that matter most?

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

𝗧𝗵𝗲 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗳𝗼𝗿 𝗮𝗴𝗶𝗹𝗲 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗶𝘀 𝗵𝗲𝗿𝗲.
The mindset isn't.
And it's costing companies millions.

I saw this firsthand at a company doing quarterly closes only.

The engineering team had no visibility into how hours were being registered. By the time finance shared the data, it was too late.

The result? Millions of capitalizable hours that could have been invoiced to clients. Gone.

Not because of bad systems. Because of the "99% mindset."

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

Finance has been trained to wait until numbers are perfect before sharing anything.

But in a fast-moving business, perfect data delivered too late is worthless.

The AICPA and Oracle's "Agile Finance Revealed" research confirms this gap:

• Only 30% of finance functions provide the support businesses need to become agile.

• Agile finance leaders spend 67% of their time on forward-looking analysis. Others? Just 45%.

• Businesses with agile finance leaders report positive revenue growth 89% of the time. Others? Only 63%.

The technology exists. Cloud ERP. Predictive analytics. Real-time dashboards.

The bottleneck is between our ears.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

The 99% accuracy mindset was built for a world where information moved slowly.

That world is gone.

Today, 80% accuracy delivered in real-time beats 99% accuracy delivered next quarter.

Your business partners don't need perfect numbers. They need timely insights they can act on.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝘁𝗵𝗲 "𝗽𝗲𝗿𝗳𝗲𝗰𝘁 𝗯𝗲𝗳𝗼𝗿𝗲 𝘀𝗵𝗮𝗿𝗶𝗻𝗴" 𝗰𝘂𝗹𝘁𝘂𝗿𝗲

Ask: What decisions are being delayed because we're waiting for perfect data?

𝟮. 𝗠𝗼𝘃𝗲 𝗳𝗿𝗼𝗺 𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝗹𝘆 𝘁𝗼 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀

If your business moves fast, your finance function must too. Real-time visibility isn't a luxury. It's a requirement.

𝟯. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝘁𝗵𝗲 𝗰𝗼𝘀𝘁 𝗼𝗳 𝗱𝗲𝗹𝗮𝘆

Track what opportunities are missed when insights arrive too late. That's your business case for change.

Because here's what separates modern finance functions from traditional ones:

They don't wait for certainty. They enable decisions with the best available information.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Is your finance team's pursuit of perfect data actually slowing down the business?

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

05. Agile Finance Revealed

𝗧𝗵𝗲 𝗯𝗲𝘀𝘁 𝗖𝗙𝗢𝘀 𝗱𝗼𝗻'𝘁 𝘄𝗮𝗶𝘁 𝗳𝗼𝗿 𝗮 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗯𝘂𝗱𝗴𝗲𝘁.
They fund the journey themselves. That's leading from the front. Here's how...

Finance teams want to transform. They have the vision. They know what needs to change.

But when they ask for funding, the answer is often: "𝘕𝘰𝘵 𝘵𝘩𝘪𝘴 𝘺𝘦𝘢𝘳."

Most CFOs accept this and wait. The best ones don't.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

BCG has written about CFOs leading cost transformation. They found that finance functions can reduce costs by 15% to 35% through systematic optimization.

That's not just savings. That's transformation capital.

The concept is simple: fund the journey.

Prioritize quick wins early.

Automate a report.
Consolidate a team.
Streamline a process.

Use those savings to fuel the next phase.

Each win frees up resources for the next initiative. The transformation funds itself.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

Waiting for a transformation budget is a trap. It rarely comes. And when it does, expectations are sky-high.

But when you self-fund, something else happens:

You build credibility.

You prove you can deliver results before asking others to do the same.

And when it's time to lead a company-wide cost program, you've already walked the path.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘆𝗼𝘂𝗿 𝗾𝘂𝗶𝗰𝗸 𝘄𝗶𝗻𝘀

Look at your finance function. Where are the manual processes? The redundant reports? The duplicated efforts? Start there.

𝟮. 𝗥𝗲𝗶𝗻𝘃𝗲𝘀𝘁 𝘁𝗵𝗲 𝘀𝗮𝘃𝗶𝗻𝗴𝘀

Don't let the gains disappear into the general budget. Earmark them for the next transformation initiative.

𝟯. 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝘁𝗵𝗲 𝗷𝗼𝘂𝗿𝗻𝗲𝘆

Track what you did, what you saved, and what you achieved. This becomes your playbook for the rest of the organization.

Because here's what separates CFOs who lead transformation from those who wait for permission:

They start with their own function. And they fund the journey themselves.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Is your finance team waiting for a transformation budget, or creating one?

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
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📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

07. cfos-can-lead-by-example-in-finance-transformation

𝗖𝗼𝗻𝘁𝗿𝗼𝗹𝗹𝗲𝗿 𝘃𝘀. 𝗙𝗣&𝗔: 𝗦𝗮𝗺𝗲 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻. 𝗖𝗼𝗺𝗽𝗹𝗲𝘁𝗲𝗹𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗺𝗶𝗻𝗱𝘀𝗲𝘁𝘀. I've worked both roles. They require fundamentally different thinking. Agree?

The Controller looks backward. The FP&A professional looks forward.

One is about accuracy and completeness.
The other is about uncertainty, insights, and speed.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

The Controller asks: "𝘐𝘴 𝘵𝘩𝘪𝘴 100% 𝘤𝘰𝘳𝘳𝘦𝘤𝘵?"

The FP&A professional asks: "𝘐𝘴 𝘵𝘩𝘪𝘴 𝘥𝘪𝘳𝘦𝘤𝘵𝘪𝘰𝘯𝘢𝘭𝘭𝘺 𝘳𝘪𝘨𝘩𝘵, 𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘥𝘰𝘦𝘴 𝘪𝘵 𝘮𝘦𝘢𝘯?"

C͟o͟n͟t͟r͟o͟l͟l͟e͟r͟ ͟p͟r͟i͟o͟r͟i͟t͟i͟e͟s͟:͟
• Financial reporting accuracy
• Regulatory compliance
• Internal controls
• Audit coordination
• Ensuring the books are clean

F͟P͟&͟A͟ ͟p͟r͟i͟o͟r͟i͟t͟i͟e͟s͟:͟
• Strategic planning
• Forecasting under uncertainty
• Performance analysis
• Decision support
• Partnering with the business

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

Companies need both. But they shouldn't try to blend them.

The skillsets are different. The personalities are different.

A great Controller thrives on precision and getting every detail right.

A great FP&A professional thrives on ambiguity and making judgment calls with incomplete information.

Force one to do the other's job, and you'll frustrate both.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗞𝗻𝗼𝘄 𝘄𝗵𝗶𝗰𝗵 𝗿𝗼𝗹𝗲 𝗳𝗶𝘁𝘀 𝘆𝗼𝘂

Are you energized by closing the books perfectly, or by shaping decisions with imperfect data?

𝟮. 𝗗𝗼𝗻'𝘁 𝗯𝗹𝗲𝗻𝗱 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲𝘀

If you're building a finance team, resist the urge to combine these positions. You'll end up with someone who does neither well.

𝟯. 𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝘁𝗵𝗲 𝘀𝘆𝗺𝗯𝗶𝗼𝘀𝗶𝘀

Controllers ensure the numbers are right. FP&A ensures the numbers drive action. Both contribute to financial health and strategic direction.

Because here's what separates finance functions that create value from those that just keep score:

They understand that looking backward and looking forward require different people with different strengths.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Which role fits your natural strengths?

----------

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Most FP&A transformations focus on processes, systems, and models. Very few talk about what actually changes for the people living inside the new planning system. And that’s the hardest part.

Moving to a modern planning operating system doesn’t just mean rolling forecasts, driver-based models, or integrated business planning.

It fundamentally changes what it means to be a finance leader and an FP&A professional.

The role shifts from:

- reconciling numbers → interpreting signals
- explaining variance → framing decisions
- owning precision → managing uncertainty
- protecting the forecast → telling the truth early

In the traditional model, finance adds value by being accurate, conservative, and in control.

In a modern planning system, value comes from judgment, integration, and the ability to connect strategy, operations, and financial outcomes into one coherent story.

That transition is not easy. Many finance leaders experience a real identity shift: letting go of detail, accepting imperfect information, and stepping more visibly into enterprise decision-making.

It requires new skills, new behaviors, and a different relationship with the business.

In our latest post in The Modern Planning Operating System series, we focus on the human side of the transformation:

– what finance leaders go through during the change
– how day-to-day work actually looks after
– and what “good” feels like on the other side
– why the role becomes more demanding, but also more meaningful

Modern FP&A isn’t just a better way to plan. It’s a different way to lead.

If you’re building (or living inside) a modern planning system, this one is for you.

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𝗖𝗮𝗽𝗶𝘁𝗮𝗹 𝗮𝗹𝗹𝗼𝗰𝗮𝘁𝗶𝗼𝗻 𝗿𝗲𝗺𝗮𝗶𝗻𝘀 𝘁𝗵𝗲 𝗖𝗙𝗢'𝘀 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗷𝗼𝗯.
Yet most get it wrong. I've seen it too many times.

They spread capital evenly across existing activities.

A little here.
A little there.
Everyone gets something.

It feels fair. It's actually fatal.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

McKinsey found that 90% of companies show a striking correlation in investment spending from year to year. They keep allocating capital to essentially the exact same things.

Meanwhile:

• New growth initiatives get starved of funding
  
• Activities with real potential receive the same as those that should be killed
  
• Bold reallocation never happens because "fairness" wins over strategy

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

Resources can't be allocated to catchphrases like "grow in Latin America." They need to be allocated to specific initiatives with named owners, clear milestones, and real accountability.

The CFOs who create value don't treat all business units equally. They make hard choices. They fund winners aggressively. They cut losers decisively.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗗𝗲𝗳𝗶𝗻𝗲 𝗲𝗮𝗰𝗵 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘂𝗻𝗶𝘁'𝘀 𝗿𝗼𝗹𝗲

Is it there to accelerate growth, improve ROIC, or be divested? Be explicit.

𝟮. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘆𝗼𝘂𝗿 𝘁𝗼𝗽 𝟭𝟬-𝟯𝟬 𝗶𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲𝘀

If your list is longer, you're diffusing attention. If it's shorter, you're probably missing something important.

𝟯. 𝗞𝗶𝗹𝗹 𝘁𝗵𝗲 "𝗳𝗮𝗶𝗿𝗻𝗲𝘀𝘀" 𝗺𝗶𝗻𝗱𝘀𝗲𝘁

Take resources from legacy activities with low growth and low returns. Reallocate them to initiatives that can actually move the needle.

Because here's what separates CFOs who drive value creation from those who just manage budgets:

They don't spread capital evenly. They allocate it strategically.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Is your capital allocation driven by strategy, or by last year's budget?

----------

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05. Keep calm and allocate capital

Most planning processes falter because they are centered around accounting structures rather than the realities of business operations. Agree?

Budgets often turn into tedious line-by-line exercises, forecasts become a disjointed series of spreadsheet updates, and long-range plans transform into abstract narratives that lack relevance to actual business functions. 

Consequently, organizations find themselves spending more time reconciling numbers than making informed decisions.

A driver-based planning model offers a compelling alternative.

This approach is foundational to modern planning as it transitions organizations from focusing on “cost centers and accounts” to prioritizing the operational and commercial levers that truly drive financial outcomes. 

Key factors include volumes, price, mix, utilization, yield, headcount, productivity, churn, conversion rates, and working capital cycles.

With a driver-based model in place, Long-Range Planning gains credibility, Annual Planning becomes quicker and more strategic, and Rolling Forecasts are streamlined and less biased.

This model serves as a common language that links planning and operational systems across various time horizons.

However, a common pitfall is the tendency to over-engineer driver-based planning.

Many companies create models with excessive drivers, requiring detailed inputs from every team, leading to complexity that drives planners back to manual spreadsheets for simplicity.

The objective is not to create a flawless model, but rather one that is useful, scalable, and repeatable, capable of supporting three distinct planning processes, each with varying levels of detail.

This is a deep dive into constructing the driver-based planning model that enhances your planning operating system.

----------

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𝗧𝗵𝗲 𝘀𝗲𝗰𝗿𝗲𝘁 𝘄𝗲𝗮𝗽𝗼𝗻 𝗶𝗻 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗶𝘀𝗻'𝘁 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆.
It's your people. I've seen it too many times.

Bain writes about finance departments becoming a company's secret weapon.

They highlighted automation, AI, and advanced analytics as the enablers.

They're not wrong. But they're missing the bigger picture.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

41% of CFOs say they struggle with strategic planning. Not because they lack tools. Because their teams lack strategic thinking skills.

You can automate transaction processing. You can implement predictive analytics. You can build real-time dashboards.

But none of that matters if your finance professionals can't:

• Frame decisions instead of explaining variances
• Identify opportunities instead of reconciling reports
• Challenge business plans instead of just facilitating them

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

Most finance teams are trained to be accurate. Few are trained to be strategic.

They know how to close the books. They don't know how to challenge a business case.

They know how to build a forecast. They don't know how to advise on resource allocation.

The gap isn't technical. It's developmental.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗔𝘀𝘀𝗲𝘀𝘀 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆

How many of your finance professionals can hold their own in a strategic conversation? Be honest.

𝟮. 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘁𝗼𝗼𝗹𝘀

Upskilling in strategic thinking pays higher returns than another dashboard.

𝟯. 𝗖𝗿𝗲𝗮𝘁𝗲 𝘀𝗽𝗮𝗰𝗲 𝘁𝗼 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲

Strategic thinking develops through exposure, not training alone. Get your team into business discussions early.

Because here's what separates finance functions that shape decisions from those that just report on them:

They develop their people to think strategically. Not just execute accurately.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Is your finance team equipped to be strategic, or just accurate?

----------

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🆘 Need immediate help in your finance team, call us!
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06. bain_brief_when_finance_is_a_companys_secret_weapon

𝗡𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗳𝗼𝘂𝗿 𝗯𝘂𝗱𝗴𝗲𝘁𝗶𝗻𝗴 𝗺𝗲𝘁𝗵𝗼𝗱𝘀 𝗮𝗿𝗲 𝗽𝗲𝗿𝗳𝗲𝗰𝘁.
I've tried most of them. Here's what I learned.

Traditional budgeting, zero-based, rolling budgets, beyond budgeting. Each has real limitations:

• 𝗧𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗯𝘂𝗱𝗴𝗲𝘁𝘀 – Too static. The business changes, but the budget doesn't. I've worked in several companies where no one was happy with the process.

• 𝗥𝗼𝗹𝗹𝗶𝗻𝗴 𝗯𝘂𝗱𝗴𝗲𝘁𝘀 – No anchoring in long-term targets. I recently heard of a company that had to reintroduce annual planning because they lost sight of where they were heading.

• 𝗭𝗲𝗿𝗼-𝗯𝗮𝘀𝗲𝗱 – Good as a one-time exercise. Not sustainable as a recurring process.

• 𝗕𝗲𝘆𝗼𝗻𝗱 𝗯𝘂𝗱𝗴𝗲𝘁𝗶𝗻𝗴 – Complex implementation and culturally challenging. I implemented this at a previous employer. It didn't work because we underestimated the cultural integration required.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

Most finance teams pick one method and stick with it. But the real answer is combining the best of two.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

Combine traditional budgeting with rolling forecasts.

Use the annual budget to set targets and align the organization around long-term goals.

Use rolling forecasts to adapt to reality and keep decision-making current.

You get the anchoring from budgets and the flexibility from forecasts.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

There's no perfect budgeting method. But there is a better combination.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Which budgeting method does your organization use, and what's the biggest frustration with it?

----------

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𝗧𝗼𝗼 𝗺𝗮𝗻𝘆 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀 𝘄𝗼𝗿𝗸 𝗶𝗻𝘀𝗶𝗱𝗲 𝗳𝗶𝗻𝗮𝗻𝗰𝗲.
They should be working outside it. I've seen it too many times.

DM me "Drive the Business" to get the PDF version.

Finance teams buried in reports. Reconciliations. Month-end closes.

Meanwhile, the business makes decisions without them.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

The CFOs who create real impact don't just manage the finance function. They drive the entire business.

That means understanding the KPIs that matter to every department:

• 𝗜𝗧 – system uptime, project delivery, cost per user
• 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 – CAC, ROAS, brand awareness metrics
• 𝗦𝗮𝗹𝗲𝘀 – pipeline velocity, win rates, revenue per rep
• 𝗛𝗥 – turnover rates, time-to-hire, engagement scores
• 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 – capacity utilization, cycle time, quality rates
• 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 – NPS, resolution time, retention rates
• 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 – market share, competitive positioning, growth metrics
• 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 – supplier performance, cost avoidance, contract compliance

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

If you only know finance KPIs, you're a scorekeeper.

If you understand the KPIs that drive every function, you become a strategic partner.

That's where finance earns its seat at the table.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗟𝗲𝗮𝗿𝗻 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗞𝗣𝗜𝘀

Pick one department. Understand what metrics they track and why those numbers matter.

𝟮. 𝗦𝗵𝗼𝘄 𝘂𝗽 𝘄𝗶𝘁𝗵 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀

Don't wait to be invited. Bring analysis that helps them make better decisions.

𝟯. 𝗕𝘂𝗶𝗹𝗱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀

Business partnering isn't a process. It's trust built over time through consistent value.

Because here's what separates finance professionals who influence from those who just report:

They step outside finance and become indispensable to the business.

I've put together an extensive one-pager: The CFOs Guide to Driving the Business.

100 KPIs across all major functions to give you a head start.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: How much time do you spend inside finance vs. supporting the business?

----------

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Most planning transformations fail for a simple reason.
They modernise processes but leave the operating system untouched.

You can redesign long-range planning, budgeting, rolling forecasts, and Integrated Business Planning.

But if meetings, decision forums, cadence, and leadership behaviour stay the same, the organisation will behave the same.

Modern planning doesn’t just change how plans are built.

It changes how decisions are made, where they’re made, and how performance is discussed.

This article explores the hidden shift: from reporting cadence to decision cadence, from budget variance to forward-looking dialogue, and from finance as reporter to finance as decision partner.

If your planning feels “modern” but your meetings don’t, this is likely why.

----------

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𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗶𝗻 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝘁𝗮𝗹𝗸𝘀 𝗮𝗯𝗼𝘂𝘁 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀.
Few know exactly how to do it.
I've seen it too many times.

Finance teams are staring at the same data as everyone else.

Running variance analyses.
Building more dashboards.
Hoping something jumps out.

Meanwhile, the real insights stay hidden.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

Financial data alone rarely produces insights. You need to combine it with four other elements:

• 𝗡𝗼𝗻-𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗱𝗮𝘁𝗮 𝘀𝗼𝘂𝗿𝗰𝗲𝘀 – Operational data, customer data, market data. The numbers that explain the "why" behind the financials.

• 𝗠𝗼𝗱𝗲𝗹𝗶𝗻𝗴 𝗮𝗻𝗱 𝗮𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀 – The technical capability to connect data points and spot patterns.

• 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗳𝗿𝗼𝗺 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 – Context that only people close to operations can provide.

• 𝗣𝗿𝗼𝗯𝗹𝗲𝗺-𝘀𝗼𝗹𝘃𝗶𝗻𝗴 – The mindset to dig deeper when the numbers don't add up.

Let me share an example from my own career.

I provided finance support to a product team using a new online booking platform. The platform enabled dynamic short-term pricing to better manage peak periods.

During a peak period, we saw platform rates increase significantly. But it wasn't showing up in the reporting.

I was asked to figure out why.

No amount of data analysis would reveal the answer. I had access to the same data as the product team.

So I went to talk to the technical team.

They discovered that an old business rule was automatically nulling out rates that seemed "too high" compared to the official rate sheet. The system assumed they were errors.

This rule had been in place since the platform launched. No one had spotted it.

The result? The total short-term rate for the entire business was understated by 2%.

This was a number discussed weekly at the executive level. An understatement of that size could easily lead to incorrect rate actions.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

The insight wasn't just that our revenue was actually higher.

It was that we could now make more precise rate decisions and better steer the market.

That insight didn't come from staring at spreadsheets. It came from combining financial data with conversations, technical investigation, and problem-solving.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Are you generating insights, or just analyzing data?

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𝗠𝗰𝗞𝗶𝗻𝘀𝗲𝘆 𝗼𝘂𝘁𝗹𝗶𝗻𝗲𝗱 𝟲 𝗮𝗱𝘃𝗮𝗻𝗰𝗲𝗱 𝗙𝗣&𝗔 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀 𝗳𝗼𝗿 𝗯𝗲𝘁𝘁𝗲𝗿 𝗳𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴. Most finance teams know them. Few actually implement them consistently.

Why? Because doing it right has always been painfully manual.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

AI is changing this. Fast.

The six practices McKinsey recommends are now achievable at scale:

• 𝗣𝗿𝗼𝗯𝗮𝗯𝗶𝗹𝗶𝘁𝘆-𝘄𝗲𝗶𝗴𝗵𝘁𝗲𝗱 𝘀𝗰𝗲𝗻𝗮𝗿𝗶𝗼𝘀 – AI can run hundreds of scenarios and assign P values automatically, not just the three you had time to build manually.

• 𝗧𝗿𝘂𝗲 𝗺𝗼𝗺𝗲𝗻𝘁𝘂𝗺 𝗰𝗮𝘀𝗲𝘀 – AI separates baseline trends from management initiatives without the spreadsheet gymnastics.

• 𝗕𝗲𝗮𝗿 𝗰𝗮𝘀𝗲 𝗺𝗼𝗱𝗲𝗹𝗶𝗻𝗴 – AI identifies downside risks and models them before you're blindsided.

• 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁 𝗺𝗮𝗰𝗿𝗼 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀 – AI flags when one business unit uses different GDP assumptions than another.

• 𝗗𝗶𝘀𝗮𝗴𝗴𝗿𝗲𝗴𝗮𝘁𝗲𝗱 𝗶𝗻𝗳𝗹𝗮𝘁𝗶𝗼𝗻 – AI tracks the specific components that actually affect your business, not just CPI averages.

• 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗯𝗮𝗰𝗸 𝘁𝗲𝘀𝘁𝗶𝗻𝗴 – AI compares forecasts to actuals weekly and learns from variances automatically.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

Human bias has always been the weak link in forecasting.

Optimism creeps in.
Assumptions go unchallenged.
P-values are applied inconsistently across business units.

AI doesn't have a political agenda. It doesn't inflate projections to look good in front of the board. It just processes data.

The result? Faster forecasts. More accurate projections. And decisions based on reality, not hope.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗯𝗮𝗰𝗸 𝘁𝗲𝘀𝘁𝗶𝗻𝗴

Use AI to compare your forecasts over the last 12 months with actuals. Find where bias lives in your models.

𝟮. 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗲 𝘀𝗰𝗲𝗻𝗮𝗿𝗶𝗼 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝗼𝗻

Stop building three scenarios manually. Let AI generate probability-weighted ranges based on actual data patterns.

𝟯. 𝗘𝗻𝗳𝗼𝗿𝗰𝗲 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆

Use AI to flag when macro assumptions differ across business units. Inconsistency kills forecast accuracy.

Because here's what separates finance teams that drive decisions from those that just report numbers:

They use AI to remove bias and deliver forecasts that leadership can actually trust.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Which of these six practices is your biggest gap right now?

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03. Advanced FP&A practices

𝗠𝗼𝘀𝘁 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀 𝘀𝘁𝗼𝗽 𝗵𝗮𝗹𝗳𝘄𝗮𝘆 𝘂𝗽 𝘁𝗵𝗲 𝗽𝘆𝗿𝗮𝗺𝗶𝗱.
And they wonder why they're not invited to strategic discussions.

Look at the pyramid in the image. It shows where value gets created:

• 𝗗𝗮𝘁𝗮 – What happened?
• 𝗜𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 – Why did it happen?
• 𝗜𝗻𝘀𝗶𝗴𝗵𝘁 – What are the underlying drivers?
• 𝗥𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗮𝘁𝗶𝗼𝗻 – What do we do about it?

Most finance teams operate in the bottom two layers.

They collect data.
They explain variances.
They answer "what happened" and "why."

But the real value sits at the top.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

Moving from information to insight requires connecting dots across the business. That's hard.

Moving from insight to recommendation requires courage.

You have to put your judgment on the line. That's even harder.

Most finance professionals avoid it.
They hide behind the numbers.
They present the data and let someone else decide.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

If you only deliver information, you're replaceable. AI and dashboards can do that.

If you deliver recommendations, you become indispensable.

That's where finance earns its seat at the table.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

𝟭. 𝗔𝘂𝗱𝗶𝘁 𝘆𝗼𝘂𝗿 𝗼𝘂𝘁𝗽𝘂𝘁

Look at your last five deliverables. Did you stop at information, or did you reach insight and recommendation?

𝟮. 𝗔𝗱𝗱 "𝘀𝗼 𝘄𝗵𝗮𝘁" 𝗮𝗻𝗱 "𝗻𝗼𝘄 𝘄𝗵𝗮𝘁"

Every time you present numbers, force yourself to answer: So what does this mean? And now what should we do?

𝟯. 𝗦𝘁𝗮𝗿𝘁 𝘀𝗺𝗮𝗹𝗹

You don't need to recommend a major strategic shift. Start with one clear action on a smaller decision. Build the muscle.

Because here's what separates finance professionals who shape decisions from those who just report on them:

They climb all the way to the top of the pyramid.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Where do you spend most of your time on this pyramid?

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🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
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📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

𝗛𝗲𝗿𝗲’𝘀 𝗮 𝗳𝗿𝗲𝗲 𝗰𝗼𝘂𝗿𝘀𝗲 𝗼𝗻 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝘀𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁𝘀 𝟭𝟬𝟭.
Understand financial statements, and you're ready to start your financial analysis...

This won't teach you everything you need to know, but it's a great starting point.

Download the links for FREE on one page here: https://lnkd.in/gGrZ3gPu

4 Modules and 25 Lessons 👇

𝗙𝗜𝗡𝗔𝗡𝗖𝗜𝗔𝗟 𝗦𝗧𝗔𝗧𝗘𝗠𝗘𝗡𝗧𝗦

1. The Financial Statements - https://bit.ly/3m0PGvO

2. Financial statement accounts - https://bit.ly/3oHo5Ax

3. The three statements explained - https://bit.ly/3K6o7cw

4. The readers of financial statements - https://bit.ly/3oGfQF5

5. Shareholder value creation - https://bit.ly/40x3rRO
 
𝗜𝗡𝗖𝗢𝗠𝗘 𝗦𝗧𝗔𝗧𝗘𝗠𝗘𝗡𝗧
 
6. The income statement explained - https://bit.ly/3m0wLRL

7. From revenue to net income - https://bit.ly/3ZPZu9X

8. Income vs expenses - https://bit.ly/41ADgua

9. All about revenue - https://bit.ly/41YGMyh

10. Examples of OPEX - https://bit.ly/3mUKMkz

11. The difference between COGS, OPEX, and others - https://bit.ly/41yB06I

12. CAPEX vs. OPEX - https://bit.ly/40WK5pd

13. Other income and expenses - https://bit.ly/3V5aHCo
 
𝗕𝗔𝗟𝗔𝗡𝗖𝗘 𝗦𝗛𝗘𝗘𝗧
 
14. The sections of the balance sheet - https://bit.ly/3Uag6I3

15. 20 examples of assets - https://bit.ly/3ZV90Zc

16. Fixed assets and CAPEX - https://bit.ly/3ntyZt9

17. All about accounts receivables - https://bit.ly/40OxuUI

18. 20 examples of liabilities - https://bit.ly/3mjXWas

19. Introduction to retained earnings - https://bit.ly/3Mginjb

20. Debt vs. Equity - https://bit.ly/3KriczZ

21. All about accounts payables - https://bit.ly/3UNdWOM

𝗖𝗔𝗦𝗛 𝗙𝗟𝗢𝗪 𝗦𝗧𝗔𝗧𝗘𝗠𝗘𝗡𝗧
 
22. The statement of cash flows - https://bit.ly/3nD9QfU

23. Cash flow drivers - https://bit.ly/40Tmpln

24. Three types of cash flow - https://bit.ly/42Y5xff

25. Direct and Indirect cash flow statement - https://bit.ly/40rBaw1

What else would you like to know about financial statements?

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🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

taplio

Anders Liu-Lindberg's Linkedin Analytics