Abacum

Co-Founder and CEO

Banco Sabadell

InnoCells is the New Digital Business and Corporate Venturing arm of Banco Sabadell (Spain's 4th largest bank).

I co-founded InnoCells and made it grow 10x in 18 months, assembling a dream team that humbled me every day.

I focused on:

- Venture Building. Together with a stellar team of developers, product owners and designers, we have launched four products to markets from scratch, including freelancers' bank Nomo (exited)
- Venture Capital and Digital M&A, concentrating in the UK, Spain, Israel, Mexico and the US. For instance, we have invested in Bud (UK), Kovrr (Israel), Active.ai (Singapore), UnDosTres (Mexico) and Biometric Vox (Spain), and fully acquired PayComet (Spain) and Instant Credit (Spain)

Co-Founder and CEO at InnoCells

- Investment vehicle focused on early stage start-ups launched in the Spanish market
- Portfolio companies, e.g. Citibox, Red Points, Signaturit, Miss Tipsi, psious and Woldcoo

BStartup, Member of the Investment Committee

- Venture Capital Fund focused on top start-ups based in Spain and within the Series A and B range
- Porfolio companies, e.g. Red Points, 21Buttons, ForceManager, Carnovo, Adsmurai, Coverfy, Buguroo, CornerJob, Exoticca and Captio

Sabadell Venture Capital, Member of the Investment Committee 

- Concentrated on Digital Business and Fintech Strategy @Sabadell Consulting, the in-house Corporate Development and Strategic Consulting team

Sabadell Consulting, Manager

Kovrr

Board Observer and Investor

Active.Ai

UnDosTres

Investor

Antai Venture Builder

- Leading European Venture Builder that has launched best-in-class companies such as Wallapop, Glovo, Carnovo, Nemuru, SingularCover and Prontopiso, among others

Board Director and Member of the Investment Committee

Atani

Citi

- Focused on episodic dealflow origination (growth capital, e.g. equity, Private Placements)

Corporate & Investment Banking, Vice-President (Zürich)

- Led M&A initiative with cross-country and interdisciplinary team to sell a business unit to Private Equities

M&A and Business Development, Associate (Sao Paulo)

- Concentrated on Valuation and Capital Markets

Corporate Finance and Capital Management, Associate (New York)

World Bank, IFC - International Finance Corporation

Private Equity Consultant (Washington, D.C.)

Hey, I'm Julio, and here's my story.

So I always wanted to become a paella cook, but my path led me to spend 20 years in finance, tech, and entrepreneurship, which makes me a fintech entrepreneur - and a frustrated paella aficionado. 

I did my time in Investment Banking in NYC, Sao Paulo, Zurich and London. I managed to redeem myself by moving into tech and launching 4 fintech products to market serially.

Today, I'm the co-founder and CEO of Abacum - the FP&A automation platform to drive efficient growth with faster revenue forecasts and scenarios, tighter cost control, and stakeholder accountability. 

My partner in crime, Jorge Lluch, and I built the product we wished we had in our previous finance roles. It's been a dream come true to solve a problem that made us bleed in the head - WTF, enough is enough!

We are on a mission to make finance teams heroes in their organizations.

“Hey, cool, but what exactly does Abacum do?”

- Driving efficient growth with faster revenue forecasts, scenarios, headcount planning, and OPEX breakdowns
- Freeing up time by automating Board decks and monthly performance and reforecasting reports
- Increasing your time for analysis with all your operational and financial KPIs in one place, in real-time
- Driving budget owner accountability with structured workflows and to-dos

Anyway, on a personal level, family always comes first. I live in New York with my amazing wife and three high-energy children. My definition of success in life is when my kids walk on my back.

I love stoicism, particularly that of Epictetus, and I practice Vipassana meditation. I love journaling daily to clear my thinking and (occasionally) make better decisions. 

And I collect clichés: I'm a vegetarian minimalist who does 22/2 intermittent fasting and takes cold showers. You should hear my wife laughing! 🤦

Finally, I enjoy mixed martial arts, surfing, and eating embarrassing amounts of chocolate. Originally from Spain, I’ve lived in India, Brazil, Switzerland, the US, and the UK - I miss them all badly.

I'd love to connect and hear your thoughts and life experiences; feel free to reach out.

5 things no one tells you about being a CFO 
(but should!)

1. You don't need to be involved in every little detail - focus on the big picture. As a CFO, it's easy to get bogged down in the details. But your job is strategic leadership. Leave the details to your team and empower them to solve them.

2. Impact matters more than responsibilities. Don't just list your duties. Show how you drove revenues, cut costs, and improved processes. Quantify the impact your Finance team had.

3. AI and analytics are your friends, not replacements. Leverage the latest tech, but don't rely on it completely. Business partnering can not be done by an AI agent.

4. The job description of a CFO role doesn't tell the full story. Read between the lines. What's the company stage, and what are the priorities?

5. Don't limit your network. Find mentors, join CFO groups, and go to industry events.

What else do you wish you'd known when starting out as a CFO?

P.S. I'm Julio Martínez, founder of Abacum. Follow me for daily FP&A, SaaS and business growth insights + personal lessons.

Julio Martínez

The 4 types of CFOs:

1. The strategic builder

Early-stage companies especially need a CFO or finance leader focused on operational execution and setting up scalable systems. Their expertise lies in creating structures that can support insights, decisions, and lay the ground work for explosive growth.

2. The operational expert

More mature businesses require optimization. These CFOs have a keen eye for efficiencies and may also direct additional functions beyond finance.

3. The growth driver

High-velocity companies need a CFO who is passionate about fundraising, investor management, and aggressive strategies. Their skills in articulating vision are fundamental.

4. The compliance/risk manager

Regulated sectors demand expertise in governance, audits, and public transparency. These CFOs are masters of mitigating issues and making sure regulations are followed.

The right blend depends on your unique stage and goals.

So my advice is:

Find individuals you respect across these domains, understand their different lenses, and look for opportunities to learn from each other—while also recognizing that no one is limited to a single definition.

As your company evolves, your needs also change.

70% of finance transformations fail. Why?

A few reasons stand out:

1. Lack of executive sponsorship. Any major change requires commitment from the top. Without it, transformation efforts lose momentum.

2. Poor change management. People need help adapting to new processes and technologies. Ignoring this human aspect of change leads to low adoption and wasted investments.

3. Disconnected systems. Point solutions often don't integrate well across the technology stack. This results in fragmented data and inefficient financial operations.

4. Unclear business objectives. Transformation efforts should directly support strategic goals. Otherwise, it's just technology for the sake of technology.

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The good news is that by addressing these challenges head-on, your transformation can drive real outcomes:

1. Secure executive buy-in from the start and communicate the "why" consistently. Help them see how finance can better support corporate strategy with new capabilities.

2. Involve your team early and get their input. Listen to their needs and concerns. With an inclusive approach, they'll be allies, not resistors.

3. Take an ecosystem view when evaluating new solutions. Seek platforms that consolidate data and unify financial processes on a single system.

4. Maintain a continuous improvement mindset. Finance transformation is an ongoing journey, not a one-time event. Build in feedback loops to course correct as needed.

See, technology is just one piece of the puzzle.

It all comes down to leadership, communication, and culture change.

And when done right, your team will be ready and willing to embrace the future.

How has your organization approached this challenge? 

What lessons have you learned along the way?

Source: AICPA & CIMA

P.S. I'm Julio Martínez, founder of Abacum. Follow me for daily FP&A, SaaS and business growth insights + personal lessons.

The transition of the Modern CFO is rooted in quiet transformations:

→ Applying advanced data analytics
→ Building strategic systems that drive growth
→ Understanding value creation beyond finance
→ Instilling a culture of learning and continuous improvement

What you see publicly is the last 1% of change.

For example, to leverage new FP&A platforms, CFOs need:

1. Buy-in across the finance team
2. Deep knowledge of business drivers
3. Vision for how tech enhances operations
4. Structured implementation and swift change management

Without laying the groundwork, new tools won't work.

So when you see a CFO succeeding with new tech, don't just think, "Let's copy their stack."

Instead, say, "Let's copy their thorough preparation and systemic foundations."

You're trying to mimic the last 1% of change without the 99% of core groundwork.

Want transformative finance?

Focus on powering the invisible core transformations first.

The most difficult part of being a CEO is managing people.

Here are my 5 realizations: 

1. People are complex and dynamic.

We all have strengths in some areas and room for growth in others. An individual who is a "B" player now may become an "A" with experience or in the right environment. Our abilities and impact often can't be reduced to a single letter grade.

2. Not all skills and contributions can be easily measured.

There are many kinds of skills and talents that don't neatly fit into charts or metrics. Things like collaboration, compassion, and creativity don't always produce obvious outputs but are still highly valuable.

3. Different roles require different skills.

The skills needed for individual contribution don't always directly translate to team or leadership abilities. Someone with strong individual skills may become a stronger collaborator with time. Or they may find their leadership skills better suited to a different role.

4. Context matters.

Team dynamics, industry challenges, leadership style and many other factors influence individual and team performance. Someone who struggles on one team may thrive in a different environment.

5. Simplistic labels reduce motivation.

Being labeled as a "B" or "C" player often becomes a self-fulfilling prophecy that discourages growth. It's demotivating for both the labeled individual as well as those around them.

Takeaway?

A focus on growth, collaboration, and understanding unique strengths is more constructive for individuals and teams.

7 signs you are a stoic:

1. You simplify your job
2. You practice humility
3. You are not afraid to fail
4. You pick mentors wisely
5. You live below your means
6. You like avoiding habitual thinking
7. You protect your time time and focus

Stoicism helps managers/leaders thrive.

Stop looking at finance as a cost center.

Start looking at finance as a value center.

Great finance teams drive companies to ultimate growth. 

But I see many finance teams stuck with manual reporting and lack the resources for key strategic initiatives like revenue planning. 

You're not alone.

Join me tomorrow, alongside Ben Murray and James Ferguson for a session where we drive into the challenges of effective revenue planning and what we can do to fix that, be more strategic and drive growth. 
 
You'll find it valuable for your career → https://lnkd.in/e6znStXp

FP&A professionals can become great CFOs.

That's because:

1. FP&A people are strategic thinkers.
2. They understand the business goals.
3. They easily become business partners.
4. They show leadership in guiding FP&A teams.
5. They are deeply involved in budgeting and forecasting.
6. They can connect with stakeholders and influence them.

All of these qualities truly match the CFO persona.

And storytelling is a key skill that all great CFOs have.

So, when you think of a CFO, don't think just about figures and forecasts.

Think about vision, trust, and collaboration.

And leading a team of analysts with great stories.

FP&A is definitely a faster path to the C-suite.

To help FP&A professionals become great at storytelling, I'm hosting a webinar with Paul Barnhurst, The FPandA Guy.

You'll learn:
 
1. Essential frameworks for data storytelling. 
2. 3 key areas crucial for effective communication of your data insights
3. How to strike the balance between storytelling and analysis.
 
Mark your calendars for April 17th at 12 PM ET. 

I'm sure you'll find it really valuable.

See you on the webinar: https://lnkd.in/dWH96Y5W

Repost ♻️ if you are coming. 

P.S. I'm Julio Martínez, founder of Abacum.io. Follow me for daily finance and business growth insights.

Want to move from Accounting to FP&A? 

Many accountants see only the 'problems' in growing their role:

→ No direct revenue line like an audit project
→ Can't quantify the exact ROI of providing insights
→ Unclear metrics to monitor value added to operations
→ A feeling of losing control vs specific transaction tracking

It's hard to go from retrospective reporting to proactive planning.

But the impact on the business is clear at many levels:

→ More strategic visibility for the C-suite
→ Improved finance's image as a partner
→ Higher long-term growth and profitability
→ Faster response to changing market conditions
→ Increased trust and collaboration with operations

The good news is that you don't need to abandon your core skills.

FP&A uses accountants' strengths:

1. Attention to detail reveals key insights.
2. Communication simplifies complex issues.
3. Analytical skills predict the best paths forward.
4. A solid numerical foundation delivers accuracy.

Takeaway:

- Shift focus to delivering value
- Stop trying to quantify the unquantifiable
- Analyze FP&A's influence on strategic growth

If you have any doubts about moving into an FP&A role, know that your core accounting skills provide the ideal foundation.

P.S. I'm Julio Martínez, founder of Abacum Follow me for daily finance and business growth insights.

Here's what sets Abacum apart from other FP&A solutions:

I believe our “secret ingredient” is our multi-dimensional calculation engine.

With Abacum, Finance team can model metrics based on any dimension – headcount, geography, product lines – empowering companies with a dynamic planning experience specific to their business drivers.

→ Gross margin by product category?
→ Payback period per customer cohort?
→ Need revenue per sales rep in Germany?

No problem.

This degree of precision and flexibility is simply not possible in spreadsheets.

Other FP&A tools may also fall short, offering templates or limiting dimension granularity. Abacum goes the extra mile to deliver on the promise of automated FP&A.

The result is a smart, scalable FP&A platform that equips you with the foresight needed to drive growth.

To me, that's what makes Abacum, Abacum.

P.S. I'm hosting a live webinar today for FP&A professionals with Paul Barnhurst, The FPandA Guy. You'll learn:

1. Essential frameworks for data storytelling.
2. How to strike the balance between storytelling and analysis.
3. 3 key areas crucial for effective communication of your data insights.

Come join us → https://lnkd.in/dWH96Y5W

I learned 6 strategies for highly effective headcount planning:

1) Understand your current team

Analyze the demographics, capabilities, and performance of your existing workforce. Look beyond the numbers to appreciate their strengths as people. This assessment spotlights proficiencies and areas where up-skilling may be required.

Example: Conduct stay interviews to gain insights into what motivates top performers and identify development opportunities.

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2) Get leadership buy-in

Forecast future staffing requirements based on growth plans and market trends. Then meet with executives to get their input and backing for your approach before presenting it to the wider team.

Example: Collaborate with department heads to understand upcoming projects and estimate specialized roles needed in 18-24 months.

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3) Use industry benchmarks

Leverage staffing ratios from your industry as a starting point. Then customize them based on your specific organizational goals around productivity, customer experience, etc.

Example: Compare your FP&A team size to similar software companies and adjust based on your revenue growth targets.

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4) Address skill gaps

Pinpoint where your team is currently lacking crucial competencies. Then brainstorm sourcing, coaching, and development initiatives to fill in these areas before they become pressing needs.

Example: Recognize missing data science know-how for advanced analytics and explore training current employees or hiring data engineers.

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5) Showcase your strategic hiring plan

Present a balanced recruiting approach that takes advantage of full-time employees, contractors, and outsourced talent based on cost, flexibility, and other business factors.

Example: Recommend onboarding 2 full-time business analysts and partnering with an outsourced accounting firm for tax planning support.

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6) Demonstrate continuous monitoring

Regularly analyze outcomes, market shifts, and internal changes. Then highlight how you've modified your plan accordingly to keep the workforce aligned with growing objectives.

Example: Track project resource distribution weekly and reallocate teams as demands shift.

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Headcount planning should be proactive, adaptable, and strategic.

And it only succeeds when it brings people together.

P.S. I'm Julio Martínez, founder of Abacum. Follow me for daily FP&A and startup insights.

How to say "no" (without the guilt):

1. Start with easy "no's." Work up to the bigger ones.
2. Avoid saying "yes" out of fear. It doesn't help anyone.
3. Saying "no" means you can say "yes" to what matters.
4. Some might not like your "no." That's okay. Stay strong.
5. Know what's truly important to you. Say "no" based on that.
6. Practice makes perfect. Keep declining, and it'll become easier.
7. Give reasons for your "no." Context makes it easier to understand.
8. Remember, saying "no" isn't personal. It's about protecting your time.

Master the power of "no." 

Focus on what truly matters to you.

P.S. I'm Julio Martínez, founder of Abacum. Follow me for daily FP&A, CFO and startup insights.

Good news: FP&A automation will not put financial analysts out of work.

Great news: FP&A automation can get you a seat at the leadership table.

The difference is your seat at the table won’t come from manual number-crunching grunt work anymore.

Here's why you must talk to your CFO about FP&A automation:

1) Data processing and integrations. Too often, finance teams still spend weeks manually aggregating data from various sources. Streamlining real-time data flow into a centralized system removes these bottlenecks.

2) Reporting also consumes massive amounts of time when done manually. Instead of copy-pasting between tools, advanced platforms now generate presentation-ready outputs with a single click. This frees up hours better spent on analysis.

3) Scenario planning is another limitation, as building models in spreadsheets invites errors over time. Dedicated tools make comparing "what if" scenarios as easy as clicking a button. Complexity once restricted to IT can now be handled by analysts.

4) Even budgeting - traditionally an email nightmare - sees improvements. Modern solutions facilitate true collaboration with in-app conversations, task management, and approvals. Cycle times reduce dramatically.

The future is brighter for finance professionals who value strategic work.

Less repetitive work, more strategy.

More insights, more impact.

This is how FP&A gains a seat at the leadership table.

P.S. I'm Julio Martínez, founder of Abacum. Follow me for daily FP&A, SaaS and business growth insights + personal lessons.

True forecasting is objective, not biased.

The goal is to predict performance and transactions.

Here’s how you can create forecasts that are balanced:

The key is "50/50 forecasting."

Forecasts that have a 50% probability of being too high and a 50% chance of being too low.

Or, in other words, forecasts that have no bias.

To achieve this, I recommend this collaborative approach:

1) Empower function leaders to build granular bottom-up forecasts based on their department knowledge (e.g. sales pipeline, product releases, upcoming projects). Have them quantify and add up individual revenue sources.

2) At the same time, have FP&A teams work with executives to create an independent top-down forecast using broader market indicators, past performance, and growth targets.

3) Bring both groups together to compare the two forecasts, discuss variances, and identify assumptions.

4) Iterate the process by having each team refine their forecast based on insights from the other until the numbers match.

5) Once aligned, you have a balanced forecast that summarizes detailed bottom-up projections with big-picture top-down modeling. This minimizes biases and provides an accurate picture of expected performance.

Promote teamwork, transparency, and an openness to challenge assumptions.

Finance teams can perfect the art of 50/50 forecasting.

P.S. I'm Julio Martínez, founder of Abacum.io. Follow me for daily finance and business growth insights.

Data storytelling without solid finance and tech-stack foundations leads to:

Blurred vision → "Which metrics should we focus on?"

Lack of confidence → "Maybe this dashboard will resonate"

 Overwhelming feeling → "We have so many datasets to draw insights from"

And this causes 2 negative impacts:

1. For the team, it results in analysis paralysis, unfocused work, and delays in extracting insights.

2. For stakeholders, they become skeptical of the key points because they don't understand the context behind the numbers.

It's two sides of the same issue - lack of clarity.

But there is a practical solution:

Focus on these 4 pillars of effective data storytelling.

1. Focus on your audience
Who does this impact? Frame viewpoints around your audience and help them envision themselves in the story. Make it about how you are presenting to.

2. Relevant context
Provide details on business goals, industry trends, and macro factors. Paint a picture of “before” to elevate the stakes of the “after.” This gives the data meaning and purpose.

3. Impactful problem
What problem requires solving? Identify a pressing pain point.
The challenge should excite an emotional investment in the resolution.

4. Actionable resolution
Present analysis as the solution to the problem. Show specifically how the reports lead to smarter decisions.

With these pillars, FP&A people can transform analytics into stories that resonate and drive profits. 

P.S. I'm Julio Martínez, founder of Abacum. Follow me for daily FP&A, SaaS and business growth insights.

h/t Paul Barnhurst, The FPandA Guy

Every FP&A professional must tell great stories. To help you become a better storyteller, I'm hosting a session with Paul Barnhurst, The FPandA Guy.

You'll learn:
 
1. Essential frameworks for data storytelling. 
2. 3 key areas crucial for effective communication of your data insights
3. How to strike the balance between storytelling and analysis.
 
Mark your calendars for April 17th at 12 PM ET. 

I'm sure you'll find it really valuable.

See you on the webinar: https://lnkd.in/dWH96Y5W

Repost ♻️ if you are coming. 

P.S. I'm Julio Martínez, founder of Abacum. Follow me for daily FP&A, SaaS and business growth insights.

At Abacum, we're firm believers in the vast potential of Latin America, backed by our robust network within the region.

We're excited to host a dialogue between two top-tier financial leaders, Daniel Lopez Soler and  Martin Javier Quiroga, discussing the hurdles encountered while scaling two prominent fintech firms: MODO and Bold. 

Join us this Thursday for a Spanish-language webinar featuring their insights.

Don't miss out on understanding the operational dynamics of high-performing finance teams.

Reserve your spot now at

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