FP&A FUNCTION + SYSTEMS

A finance process should not depend on someone remembering all the workarounds.

I help finance leaders improve the models, reporting rhythms and operating processes that sit underneath FP&A—especially when growth has made the old way harder to maintain.


Where the work gets practical.

FP&A diagnostic

Review the planning, forecasting, reporting and modeling workflow to find where time and judgment are being lost.

Model & process redesign

Simplify fragile workbooks, repeated manual steps and handoffs that make every cycle harder than it should be.

Operating rhythm

Clarify what Finance produces, when it produces it, who contributes and which management decisions the process supports.


FP&A OPERATING SYSTEM

Build the function behind the output.

These pieces are useful when the issue is bigger than one model or one monthly process.

Build an FP&A Function

A practical guide to standing up the function from scratch.

BUILD THE FUNCTION →

When Does a Company Need FP&A?

The signs that basic finance is no longer enough for the decisions being made.

CHECK THE SIGNALS →

FP&A Team Structure

Think through who to hire, when and what work the team should own.

DESIGN THE TEAM →


HOW I THINK ABOUT IT

The goal is not a more impressive finance machine.

Remove theaterReports and meetings that do not inform an action should have to defend their existence.
Automate commodity workRepeatable data movement is a poor place to spend expensive finance judgment.
Protect differentiated workAnalysis, pattern recognition and decision support are where FP&A becomes difficult to replace.

If FP&A works mostly because a few people keep rescuing it, we should look at the system.

A focused diagnostic can show which parts need redesign and which parts are already doing their job.

START A CONVERSATION

© Copyright - Sarah Schlott