FP&A FUNCTION + SYSTEMS
A finance process should not depend on someone remembering all the workarounds.
Most FP&A systems do not fail dramatically. They accumulate workarounds until one person knows which tab, export and manual adjustment keeps the whole thing moving. I help finance leaders simplify the models, reporting rhythms and operating processes underneath FP&A.
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.
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.