Galileo Learning’s Post

Starting a new FP&A Manager job can be scary as heck. Know what can help you feel more confident? Have a 6 month plan. Here are 3 things that should be on your radar on Day 1: ✅ List of 30 people to meet in your 1st 30 days ✅ Dive into your P&L transactional data ✅ Set clear goals with your boss and team Go crush your first 6 months in FP&A 👊 #fpandhey

Hey recruiters! My contract recently ended and i’m diving into the world of FP&A with three months of hands-on experience under my belt. I’ve hit the ground running by driving accurate financial reporting and helping shape strategic decisions. In my short time, I’ve already led projects to streamline internal reporting processes and implemented new tools to boost decision-making. I may be new to this field but I’m eager to learn and grow alongside your team. Let’s connect and explore how I can bring fresh insights and enthusiasm to your FP&A efforts! #FP&A #FinancialReporting #Strategy

I know what you need - and it isn't a Fractional CFO. In the world of eCommerce, every penny counts, and the fancy title of a Fractional CFO might sound like the magic wand you need. But wait! Before you hire that high-flying executive, let's talk about a game-changer: The FP&A Analyst 😎 Forget the fractional CFO who might - just might - roll up their sleeves for the grunt work. What you really need is someone who lives and breathes data, who'll dive deep into the numbers, construct detailed reports, and arm you with the insights needed to make those pivotal strategic decisions. An FP&A Analyst is your cost-effective numbers geek. They're not just about saving you money; they're about making your money work smarter. They'll help you navigate growth, enhance cash flow, and plan meticulously for the future. So, before you opt for the CFO with the hefty tag, consider an FP&A Analyst. At Guide Hustle we're building a team of industry-experienced FP&A Analysts ready to do the heavy lifting, ready to help you grow and achieve your dream exit. Book a call today - link in profile 👈 ☝ 👉 👇 #ecommerce #cashflow

Finding FP&A talent is hard. Here's why: Things are changing fast with technological advancements. And FP&A requires people who can provide strategic insights. The old siloed finance function doesn't cut it anymore. FP&A professionals must tell compelling stories. With so much new data available, FP&A must have the ability to work cross-functionally with IT and data scientists to build predictive models that drive decisions. While Excel still matters, FP&A must be comfortable learning new planning and analytics software like Aimplan.com and others to automate processes and get better analytics. Take note: Companies are now hiring for potential, not just credentials.

Your Pathway to a Successful FP&A Career! 📈🚀 This in-depth guide is brimming with practical advice, relatable examples, and even a few laughs along the way. Whether you're just starting in FP&A or looking to elevate your career, this piece is a must-read. You'll discover how to craft a standout FP&A resume that shines in a sea of sameness. Plus, we clear up some common role confusion – believe us, FP&A is not the same as a financial analyst! Join us as we dive into the exciting world of FP&A, forecast future trends, and help guide strategic business decisions. The journey to your FP&A career success starts here. Read. Share. Engage. Let's talk FP&A! Here's the link to the article: https://lnkd.in/eBDZnDwt #FPandA #ResumeTips #FinanceJobs

#hiring Senior Manager of FP&A Hybrid, Chicago, United States, fulltime #jobs #jobseekers #careers #Chicagojobs #Illinoisjobs #SalesMarketing Apply: https://lnkd.in/dWfsXDcf Purpose is to oversee revenue forecasting, analysis, and planning to drive profitable growth throughout the organization. The role will provide thought leadership to key stakeholders through all planning processes including periodic forecasting, budgeting, and strategic initiative development. This person will also develop complex revenue modeling and interface with Marketing and Sales leaders to deliver insightful and action-oriented analysis.Client DetailsExcellent opportunity within a publicly traded alternative medicine company in Chicago to join a highly acquisitive business currently in growth mode. The culture is fast-paced, entrepreneurial and highly collegial and informal. The team collaborates with each part of the organization to provide analysis and insights that guide decision making.DescriptionLead the revenue management function for corporate sales and marketing teams, including wholesale and retail sales.Centrally manage co's pricing, trade spend, and sales execution agenda.Plan and deliver profitable growth through various revenue management levers.Deliver market share, sales, and profit goals through price pack strategy and execution, promotional ROI optimization, product innovation, integrated planning, digitization of reporting and processes, and predictive analytics.Develop strategic projects related to trade architecture design, life cycle pricing, and digitization of revenue management processes and tools.Partner across Marketing, Sales, Partnerships, Customer Success, Finance and Operations on short-term and long-term strategies, with a focus on scaling our company and processes.Oversee pipeline management; measure and report out on pipeline creation, conversion, and effectiveness.Develop variance analysis comparisons against budgets and forecasts and create periodic reporting.Build revenue forecast model

As an FP&A Manager, collaborating with Financial Reporting partners to analyze and provide insightful context on results involves a strategic approach. Here's a step-by-step guide: **Step 1: Establish Clear Objectives** Begin by setting clear goals for the collaboration. Understand what insights you aim to derive from the financial reports and how they align with the company's broader financial strategy. **Step 2: Gather Data** Collect all necessary financial data, ensuring its accuracy and completeness. This includes historical financial statements, budget forecasts, and any other relevant financial metrics. **Step 3: Analyze Trends** Use the data to identify trends, variances, and anomalies. Look for patterns that indicate performance issues or opportunities for improvement. **Step 4: Engage in Dialogue** Initiate discussions with Financial Reporting partners. Share your findings and seek their perspectives to gain a deeper understanding of the numbers. **Step 5: Contextualize Financial Results** Put the financial results into context. Consider external factors such as market conditions, competitive landscape, and regulatory changes that may have impacted the figures. **Step 6: Develop Actionable Insights** Transform your analysis into actionable insights. Determine what the financial results mean for future financial planning and strategy. **Step 7: Communicate Findings** Prepare a comprehensive report or presentation that communicates your findings to stakeholders. Use visual aids like charts and graphs to illustrate key points. **Step 8: Implement Changes** Work with your team to implement changes based on the insights gained. This could involve adjusting budgets, reforecasting, or reallocating resources. **Step 9: Monitor Progress** Continuously monitor the impact of any changes made. Adjust your strategies as necessary to ensure alignment with financial goals. **Step 10: Foster Continuous Improvement** Encourage ongoing collaboration and learning. Use each reporting cycle as an opportunity to refine your approach and enhance the financial acumen of the team. This structured approach ensures that as an FP&A Manager, you not only interpret the numbers but also add value by providing strategic insights that drive informed decision-making. #publicis #publicissapient #publicisgroup #amazon #intel #fpna

Last week I shared an absolutely stellar FP&A opportunity. It's working in partnership with an extraordinary Chicago-based entrepreneur. The only requirements: Attitude, ability, experience as an FP&A Manager at a minimum, and a track record of being a superstar. Nothing related to education. Nothing related to certifications. Nothing related to the name of a former employer. I've said it before and I'll say it again. Education and skills matter. But... Nothing matters more than ability, experience, and the talent to achieve.

There is no ‘R’ in FP&A Not terribly long ago, being in FP&A meant that a big part of the job was either running reports or managing budgets (crawling through expenses to make sure every spend was in-line). It was also the hallmark of a large matrixed organization. Considered a nice-to-have finance function, FP&A was a group that companies added well after they had established themselves, and could justify hiring a team to run reports and build plans. Advent of new age businesses like eCommerce, SaaS, Gig Economy and DTC subscriptions heralded a new era in analytics and data management. Insights were now critical and there was an acute need of Finance Soothsayers. It created a seismic shift in the way FP&A was perceived, as the function began evolving to be a critical part of the business. The skillsets needed in FP&A also started changing. There was more focus on analytics, insights, understanding complex and disjointed datasets, and most importantly storytelling. A report or simple analysis was no longer enough. The business demanded storytelling, synthesizing and recommendations. They needed FP&A to be able to play a key decision maker, making go-no go decisions hand-in-glove.   FP&A has truly come of age and has become front and center of decisions, critical partner to the business and often one of the first hires that a CFO or CEO makes. As businesses become more complex and we march towards a world where change is constant, evolutions are fast, and uncertainty and ambiguity are omnipresent, FP&A is only going to be one of the most sought-after skills and functions. We will continue to see more purpose-built platforms and toolkits designed to assist in FP&A functions. The skills will also need to keep pace but the core will be always there. To quote one of my managers, “We should be thinking of ourselves as Strategists, Analysts and Storytellers. It’s not just Reporting. There is no ‘R’ in FP&A”. What is your FP&A story? #financialplanning #decisionmaking #finance #businesspartnership

First-time FP&A manager • Always needs more time. • Finishes the 50+ slide MBR. • Focuses on increasing the accuracy of the model. • Worries about reducing costs to be in line with budget. Second-time FP&A manager • Talks to business stakeholders. • Scales revenue without scaling costs. • Picks the right tech stack to focus on what matters. • Sets clear daily goals and executes them to get things done. Growth happens when you move from numbers to strategy. The journey of an FP&A manager is all about evolving.