Imran Mirza FCCA’s Post

For new FP&A professionals, here's a quick tip: Know your company's business inside and out. The technical skills of finance can be learned, but what will truly help you succeed is understanding how your business works. Don't just analyze numbers - immerse yourself in operations. Take the time to meet with department leaders. Ask them about challenges, goals, key drivers of revenue, and costs. Tour production facilities to see processes first-hand. Sit in on client meetings to grasp what they need. In short, breathe and live the business daily. Because forecasts and models are useless without context. But with context, you'll be ready to help make major decisions and create opportunities for growth. And that's how you deliver real value in this new role.

A few reasons improving your FP&A skills pays off big: Strength in financial modeling, analytics, and reporting makes you an attractive candidate for more senior FP&A roles. As you get better at what you do, you'll be trusted with more interesting projects that have greater business impact. Working on different projects exposes you to various areas of the business, building a well-rounded experience. But the biggest reasons are: 1. You gain more value for your company. Lots of it. 2. See, when you refine your technical abilities and industry insights, you progress from just processing data to using analysis to guide strategic decision-making. 3. And companies need FP&A professionals who can do that. Build up the business acumen and storytelling skills to influence key stakeholders. When you provide value beyond just reporting numbers, both you and your company succeed together in the long run. It's a win-win. So keep challenging yourself with new skills and never stop learning. As your abilities grow, so will your revenue. As long as you make the investment in yourself, what are you afraid of? Short-term comfort or long-term opportunities? 🦒

Agree Demand for FP&A is growing! Mean While I see a gap in the market of middle east. * CFOs looking for traditional FP&A reporting stereotype professionals. * FP&A professionals trapped in only preparing and distributing reports without guiding the business to fulfill its strategy. FP&A professionals who have the experience to exercise the full scope of their role are still few compared to talent pool. Thats according to my exposure to the Middle East market.

The demand for FP&A is growing. For many years, FP&A was a back-office function. But FP&A is not a back-office box function anymore. CFOs rely on FP&A to help with profitable growth. 1. FP&A lets you understand a company's operations. 2. You get to collaborate with not just one department but all. 3. Your decisions impact the overall company's performance. 4. FP&A is always changing and keeping up with technology and trends. FP&A is a great career choice. It's a real career path with a high impact on the business. P.S. Follow me Erik Lidman, for more FP&A and accounting insights like this.

🚀 Heyy FP&A Pros! Ever feel like you’re a data detective in the Middle East’s evolving market scene? 🕵️♂️📊 With recent shifts in oil prices and the rise of digital transformation, it’s never been more exciting to be in FP&A! Whether it’s optimizing costs, spotting trends, or aligning financial strategies with the latest tech—our role is at the heart of every big move. 📈 I’m constantly inspired by the dynamic changes and innovative practices here, and I love diving into these challenges to drive impactful results. 😎 Who else is seeing new opportunities for FP&A to shine in this market? Let’s chat about what’s trending in your world!👇

When I started as an FP&A analyst, I had a solid understanding of business concepts from college, but I struggled to see how they fit together in practice. My role was clear, but the bigger financial picture was foggy. This made me hesitant to speak up in meetings or propose solutions. I often thought, "I know my piece, but how does it impact the bottom line?" 𝗧𝗵𝗲𝗻 𝗜 𝘄𝗮𝘀 𝘁𝗮𝘀𝗸𝗲𝗱 𝘄𝗶𝘁𝗵 l𝗲𝗮𝗱𝗶𝗻𝗴 𝗮 p𝗹𝗮𝗻𝗻𝗶𝗻𝗴 s𝗼𝗳𝘁𝘄𝗮𝗿𝗲 i𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 Everything changed. To make the switch to the new solution, I had to build a three-statement model. 𝗧𝗵𝗲 𝗦𝗽𝗮𝗿𝗸 𝗠𝗼𝗺𝗲𝗻𝘁 Building that model was my "aha" moment. It was like putting all the pieces of a puzzle together and I finally could see how my role fit into the larger financial picture. I understood how the income statement, balance sheet, and cash flow statement interconnected. This new perspective boosted my confidence and changed how I approached my work. 𝗣𝗶𝗲𝗰𝗶𝗻𝗴 𝗜𝘁 𝗔𝗹𝗹 𝗧𝗼𝗴𝗲𝘁𝗵𝗲𝗿 Creating the three-statement model improved my technical skills and helped me understand how different financial components interact. I learned how things like revenue forecasts and expense projections contribute to the overall financial picture. This knowledge made it easier to see how decisions affect the bottom line. The three-statement model has been the most valuable skill I’ve acquired in my career. It’s not just about knowing your piece; it’s about seeing and shaping the entire puzzle. It doesn't matter what stage of your career you are right now. The three statement is the most important skill you need to have. Even if you already made it to the top. That's the skill that will fill the gaps you know you have. That's how you complete the puzzle.

Looking to break into FP&A from outside of finance? The best thing to do if that’s you is: 0) be great at your job 1) network with your company’s FP&A managers 2) be open with your manager and the FP&A team that you want to end up there For more info, I put together a free guide: https://lnkd.in/gce_pgZX

I remember the day vividly. I had just taken on a new FP&A role at a company. And was attending corporate offsite to improve teamwork and alignment during our efforts to regain market share and increase profitability. During a break, as I stepped into the washroom There, beside me, was the CEO, a figure I had admired from afar but had never spoken to directly. As I washed my hands, The CEO, standing next to me, glanced over and said, "I've been meaning to ask. How are we looking for this quarter's revenue? And that new marketing push we started last month, Is it making the impact we hoped for on our sales? Caught off guard, I hesitated for a moment, My mind racing to gather the figures That should have been at the forefront. "Well," I started, trying to muster confidence, "I believe we're tracking... um, we're on target with our projections, and the marketing campaign... it’s... um, it's certainly generating buzz." The CEO raised an eyebrow, a slight smile forming. "I was hoping for numbers, Asif. Buzz is good, but numbers tell the story. Keep them on hand next time, will you?" "Yes, of course," I stammered, feeling my face flush. "I’ll make sure to have the numbers ready." As we exited, the CEO patted my shoulder lightly. "No worries, just keep me updated. Knowing our numbers offhand is crucial, especially in these times." That brief exchange, seemingly inconsequential, was a profound learning moment for me. As FP&A Professionals, You are expected to know your numbers in your sleep! That's what you are an expert at and paid for! ---------------------------------------------------- I'm Asif Masani On a mission to help 1M Finance Professionals Master FP&A Skills. Click my Name + Follow + 🔔

Mastering FP&A Team Building: From First Hire to Business Partnering Many businesses struggle with essential financial insights and planning, which can hinder strategic decision-making and growth. This often leads to financial instability, missed growth opportunities, and inefficient resource allocation, potentially resulting in business stagnation or failure. To address these challenges, we focus on implementing structured FP&A (Financial Planning & Analysis) processes, hiring skilled professionals, and establishing robust infrastructure. Part 1: First FP&A Hire • Hire a generalist proficient in budgeting, forecasting, and financial planning to establish initial FP&A processes. • As the company grows, transition towards strategic business partnering, potentially aligning with business units or support functions. Part 2: Infrastructure and Processes • Emphasise scalable infrastructure to support company expansion. • Ensure FP&A’s role in acquisitions and post-acquisition finance team integration is optimized. Part 3: Challenges in Scaling FP&A • Navigate rapid growth and instability by recruiting professionals with the right skills while managing budget constraints. • Offer competitive compensation packages and development opportunities to attract and retain top talent. By building strong FP&A teams and nurturing individual capabilities, businesses can effectively manage growth, optimize operations, and ensure financial stability in dynamic environments. To learn more, register for an FP&A preview event in the link below if you’re interested in mastering your FP&A skills: https://lnkd.in/eiT67dF9 #FPandA #FinancialPlanningandAnalysis

Businesses often struggle with financial planning, hindering growth and decision-making. To combat this, focus on structured FP&A processes, hiring skilled professionals, and solid infrastructure. Building robust FP&A teams and nurturing individual capabilities drives effective growth management, operational optimization, and financial stability. #FPandA #FinancalExcellence