I train Finance Teams at Soft Skills | Corporate Training Facilitator | Course Instructor | Keynote Speaker

You can build the best reports…
and still struggle to make people care.

(I know because I used to do that, even as FP&A Manager)

I could spend weeks preparing the reports and the deck
only to see eyes glaze over when I presented them.

My “storytelling” looked like this:
- 40 slides
- 200 KPIs
- 0 engagement

Then… silence
No decisions. No alignment. No impact.

The reality check hit me when the CFO told me
"Soufyan, bring me the story. People I will present to need more than tables and graphs"

And he was right: If leaders don’t understand the story,
they can’t act on it, no matter how accurate the numbers are.

That moment changed everything.

I stopped trying to impress, and started trying to connect.

→ I simplified the narrative
→ I turned variance bridges into business stories
→ I built frameworks to help others do the same

A few years later, I was training entire finance pros.
Then entire teams.
Then CFOs started calling.

Today, I run The Finance Circle,
where I help FP&A teams, controllers, and CFOs
turn reports into stories that drive decisions.

Here’s how it works:

• The Finance Stage  for teams
• Financial Storytelling Program — our flagship training for professionals
• Coaching programs — for CFOs and Leaders
• Workshops on AI, Copilot & Storytelling

I’ve trained teams at Holcim, Deloitte, Bauer Media, Ansell, and Proximus.
Different industries, same goal: make Finance heard.

Because the best insight in the world means nothing
if no one remembers it after the meeting.

Ready to make your next presentation land?
Send me a message — let’s make your story stick.

Soufyan Hamid

Real happiness in life...

...only comes when your variance = 0

Insight Communication for Modern Finance Teams (Storytelling Done The Right Way) | EMBA Lecturer | Keynote Speaker

Your words are killing your presence

12 ways to know if you’re doing it:

𝐅𝐢𝐫𝐬𝐭, 𝐰𝐡𝐚𝐭 𝐝𝐞𝐬𝐭𝐫𝐨𝐲𝐬 𝐲𝐨𝐮𝐫 𝐚𝐮𝐭𝐡𝐨𝐫𝐢𝐭𝐲:

“Maybe we should…”
“I may be wrong, but…”
“Can I ask a dumb question?”
“Just thinking out loud here…”
“Hopefully this makes sense…”
“This might be overstepping…”
“Does that sound okay to you?”
“I’ll try my best to get that done…”
“I’m no expert in operations, but…”
“I just wanted to share this update…”
“I’m not sure if this adds value, but…”
“Would you mind if I add something?”

𝐖𝐡𝐚𝐭 𝐛𝐮𝐢𝐥𝐝𝐬 𝐲𝐨𝐮𝐫 𝐩𝐫𝐞𝐬𝐞𝐧𝐜𝐞:
“Here’s the key shift”
“The numbers suggest…”
“Here’s what the data is signalling”
“Here’s one scenario worth testing”
“Here’s how the pieces fit together”
“There’s a financial implication here”
“Does this align with your priorities?”
“Here’s an insight that could shift things”
“You’ll have the updated model by Friday”
“Let me build on that from a financial angle”
“Here’s how this flows through P&L and cash”
“Help me understand how this connects to targets”

In FP&A, your presence depends on what you know

but also on how confidently you deliver it

➟ Your analysis stays the same
➟ Your credibility doesn’t
➟ Strong language creates strong leadership

Which phrase are you eliminating first? 👇

In 2017, I pushed myself to the edge of burnout

Because I believed the wrong thing:

“Hard work will be enough”

It never is

At senior levels, effort becomes the baseline
What really drives recognition is everything around it:

• Your alignment with the CEO
• Your ability to shape a narrative
• How you navigate politics
• The timing of opportunities
• Your consistency when the pressure rises

I learned like many of you: by taking slaps

My work was always done but never noticed

Simply because I didn't get that people work with people

And that there is a different set of rules for that

One thing in common with all these rules

They are linked to your impact

Hard work matters

But it’s not what moves you forward

Impact does

And impact is built through presence, relationships...

...and also a bit of luck

"Let’s improve our financial storytelling"

Translation: Let’s argue about whether we should use pie charts or PowerBI

There's a problem that very few want to admit in FP&A:

Most "financial storytelling" advice will just help you make your data dumps a bit more sexy

But, it’s not actual storytelling

If you want financial insights to cross the door of the (virtual) meeting room after the monthly review and drive real decisions

Stop obsessing over the dashboard tools and start here

You need to answer these 10 questions before opening a single slide:
1️⃣ Audience: Who are we presenting to and what keeps them up at night?
2️⃣ Alignment: Are we on the same page about the problem before we present the data?
3️⃣ Business Insight: What do these numbers actually mean for the operation?
4️⃣ Message: What is the single core takeaway they must leave with?
5️⃣ Value: How does this narrative demonstrate value creation or risk mitigation?
6️⃣ Structure: What is the logical flow that leads inevitably to our conclusion?
7️⃣ Visuals: Is the data clear and engaging, or just a noisy spreadsheet screenshot?
8️⃣ Delivery: How will we present this to ensure it lands with impact?
9️⃣ Outlook: Don't just look back. What is next?
🔟 Action: (The most important one) What should we do differently tomorrow because of this data today?

Nail these 10?

You’ve got financial storytelling that makes people react

Ignore them?

You’ve just got another 90-page deck that will be forgotten by lunchtime

♻️ Repost if you've ever sat through a meeting that ended with zero clear action items

Reporting vs Explaining vs Influencing
Where would you put your team?
(PDF on https://lnkd.in/e9m42D9Y)

It's important because you can't change anything with reporting

But today, most teams I've seen are still blocked there

It could still work 10 years ago (and even so...) 
- gathering the different data sources
- cross-checking to verify the accuracy
- setting them in a usable report/dashboard

But the problem has always been that the rest of the company expects more from our job

Even 10 years ago, our stakeholders thought: "and now what?"

Leaders push back because they still don’t know what to do with what you showed them

So there's only one thing to do: move from hindsight to foresight

When you move your partners from the rear mirror to your windshield 

You become a finance business partner

If you want a simple way to diagnose where your team stands (reporting, explaining, or influencing) I’ve put together a visual that breaks down the differences with business impact included

It’s the framework I use in my workshops when teams want to raise the level of the conversation inside the business

If you want the full version, I’ve made it available as a free PDF

👉 https://lnkd.in/e9m42D9Y

I’ve trained hundreds of finance professionals

And most of them face the same situation:

They think they have a slide problem

But they actually have a storytelling problem

So they treat symptoms instead of root causes

– They tweak formatting
– They redesign charts
– They work on their slides for hours
– They try a new template

Meanwhile, the real issues stay untouched:

No storyline
No context
No implication
No alignment

It’s the finance version of repainting the walls while the foundation is cracking

And when the message doesn’t land, they often blame external factors:

– The business doesn’t read our decks
– Leadership keeps asking for more detail
– They didn’t understand the variance
– We need better tools

But the deeper storytelling problems are still there

And the root causes are almost always the same:

– Too focused on reporting what they saw
– Too much data
– Too many details
– Too many slides

As a result, great analysis turns into weak insights
And weak insights go nowhere
(if you don't believe it, ask for feedback to your stakeholders)

Here’s the model I use to diagnose the real issue:

The 4 Layers of Financial Storytelling Problems

1️⃣ Surface Problems
Formatting, charts, visuals, aesthetics
Easy to fix
Low criticality

2️⃣ Structural Problems
Sequence, flow, grouping, summary
Requires intention, not cosmetics

3️⃣ Outcome Problems
Context, decisions, framing, implications
This is where impact starts to emerge

4️⃣ Content Problems
Weak insights, no storyline and no point of view
This is where most presentations truly collapse

You know the mistake, right?
Finance teams spend 80% of their time on Layer 1
But Layers 3 and 4 are the ones that change how leaders think...
...and what they decide.

If you want your message to land, start deeper
The visuals matter but the insights decide

Insight Communication Prompts for Finance Leaders
Get the high-res PDF on https://lnkd.in/e_p6FgKP

At the gates of 2026, you can't ignore AI in your work

And even more if you're a busy CFO or FP&A Leader who has to deliver insights after your team has worked on the analysis

So here are my ChatGPT/Copilot/Gemini prompts for Finance leaders

I built this reference sheet with the 8 domains where finance leaders can drastically increase their impact:

1/ Month-End Commentary
2/ Financial Storytelling
3/ Business Partnering
4/ Board & Executive Communication
5/ FP&A Insight Generation
6/ Leadership Presence
7/ Process Improvement
8/ Decision Support

You know it by now, your influence won't come from more slides

It comes from better communication of the insight that matters

So, if your main stakeholders are executives

Use these prompts to generate
- direction
- importance
- action

That's why you need a repeatable system your team can use every single week to:
• Frame insights like a senior leader
• Move faster from data to decision
• Build trust in tense moments
• Present with authority instead of hesitation
• Turn performance reviews into business conversations
• Strengthen the relationship with every stakeholder you support

These are the prompts I use when I train FP&A teams, CFOs, and business partners across Europe and the US.

Now they’re yours too

—

What would you add to the list?

Repost ♻️ if you want more finance teams to communicate with impact

P.S. I’m Soufyan Hamid — I help finance teams turn insights into decisions

Only 17%* of FP&A teams say their data is truly “best in class”

Meaning 83% still struggle to reach that level.

And it’s not hard to see why:
• Endless time spent on reconciliations and manual files
• Insights arriving too late to influence anything
• CFOs running after reports instead of steering the discussion

That’s when finance starts spinning its wheels

Effort is higher than progress, and strategy fades into the background

The shift from the daily activities to strategic ones doesn’t happen overnight

It’s a gradual clim

You begin with standardization
→ One consistent process that removes the chaos

Then move to automation
→ Eliminate the repetitive busy work

Next comes measurement
→ Track what truly matters and make it visible

After that, continuous improvement
→ Weekly tweaks that quietly build long-term strength

And finally, innovation
→ When finance starts shaping the business

I’ve seen this path in every transformation I’ve worked on and in all the CFO roundtables I participated to

It would be great to be able to jump to the nitty gritty at once 

But a steady path works much better

📎 Share it with your CFO.
💾 Save it for when your team needs a boost.
⚙️ Use it as a roadmap to build a future-ready finance function.

* Source: 2025 FP&A Trends Survey

Want to dig deeper? Here are a few ways to start:

📘 Grab the free Financial Storytelling Starter Pack → https://lnkd.in/eadSXhKp
 🎥 Subscribe to my Youtube channel → https://lnkd.in/eDkW4xxC 
🤝 Or book a chat if you’d like to explore options for your team → https://lnkd.in/eKTff5s2

I’ve trained 1.254 Finance Pros in Storytelling | EMBA Lecturer | Keynote Speaker

I started to learn public speaking with TED talks

No, not all applies to our job, but CFOs can learn by listening to some

To be precise, 10 of them

These TED Talks reveal something every finance leader eventually realises:
👉 The job isn’t just numbers (it starts to be understood)
👉 The job is perception (still difficult to believe)
👉 The job is influence (rarely acquired)

Because when you sit in the CFO seat, nothing is “just finance” anymore:

Pressure
Ambiguity
Expectation
Risk
Human decisions
Organizational tension

You can’t eliminate any of it

But you can learn to navigate it

Here are 10 TED Talks every (future) CFO should watch (and the one insight you can apply today)

1️⃣ Margaret Heffernan — “Dare to Disagree”
Takeaway: Build productive conflict. It saves millions
💡 Ask before decisions: “What are we missing?”

2️⃣ Simon Sinek — “Why Good Leaders Make You Feel Safe”
Takeaway: Psychological safety makes data better
💡 Start your next finance meeting with a 3-minute check-in

3️⃣ Amy Edmondson — “How to Lead in a Crisis”
Takeaway: Replace fear with forward motion
💡 After risks, ask: “What small step moves us now?”

4️⃣ Dan Gilbert — “The Psychology of Your Future Self”
Takeaway: Long-range planning is guesswork
💡 Audit your 5-year assumptions: which ones will age poorly?

5️⃣ Nina Nesdoly — “How to Relieve Stress When You’re Overwhelmed”
Takeaway: You can’t outthink stress
💡 Before a board meeting: inhale 4, exhale 6, drop shoulders

6️⃣ Rainer Strack — “The Workforce Crisis of 2030”
Takeaway: Talent drives performance more than numbers
💡 Review workforce planning with the same rigour as your P&L

7️⃣ Ruth Chang — “How to Make Hard Choices”
Takeaway: Hard choices define identity
💡 Ask: What type of organisation do we want to build?

8️⃣ Tom Wujec — “Got a Wicked Problem? First, Tell Me How You Make Toast”
Takeaway: Visuals simplify what words complicate
💡 Turn your next messy process into a one-page visual map

9️⃣ Linda Hill — “How to Manage for Collective Creativity”
Takeaway: Innovation is a team sport, even in finance
💡 Run one “improvement sprint” per month with FP&A

🔟 Matt Abrahams — “Think Fast, Talk Smart”
Takeaway: Structure reduces anxiety
💡 Use: What? So what? Now what?

TED talks are motivational

But I see them more as a toolbox

The CFOs who inspired me the most are the ones who invest in how they think, how they communicate, and how they lead under pressure

Which one are you watching first? 
Are there others you would recommend?👇

The TED talks CFOs should look at or listen to

Analysis <> Storytelling, Ying and Yang of Finance

And you can learn to do it with AI, if you have 2 specialists together

That's what Nicolas Boucher and I did yesterday for Forge Connect even in Antwerpen organised by the wonderful team of Rydoo 

Together with 60 Finance pros, we explored how we can use AI to help us do our job

From data analysis to storytelling in 8 steps
1️⃣ Gather all data from different emails thanks to Copilot
2️⃣ Consolidate them into one single file
3️⃣ Run the analysis and create a report
4️⃣ Outline the presentation in a story
5️⃣ Create the slides to use during the presentation
6️⃣ Challenge the content and brainstorm for backup
7️⃣ Rehearse and get feedback on it
8️⃣ Have it delivered by an AI avatar (if you don't believe it can be done, look at Klarna's latest earnings 😉)

We don't do one or the other, we must do them all

That's why it was so great to collaborate with Nicolas on this

Like Melle Eijckelhoff said, we're the ying and the yang of what finance pros must do and we're complementary

Except when Nico stresses me by adding a totally new functionality in the presentation...

 ... 20 minutes before we start 😄 (look at the last photo, but don't worry, it eventually went great)

Jokes aside, this is the perfect workshop if you want your teams to get the best of AI in Finance

From to A to Z, they'll learn how to be efficient and do what's expected of them

Bring more human in finance 😉

I get it, it's easy to talk for myself

But what if others talk about what storytelling did for them?

Over the last four years, I’ve taught the Financial Storytelling Program in companies, workshops and in a self-paced format

I can tell you why it works

But it’s easier to let others speak

“From this course, I learned excellent techniques to enhance my financial presentations, starting from the basics in graphics to tips on how to be prepared to answer difficult questions. [...]”
⭐⭐⭐⭐⭐ Carlos Rodriguez, CFO at Fracttal 

“Soufyan has prepared a great storytelling course that is very well structured, with an interactive mixture of theoretical concepts with great practical training and exercises that were catered to our industry[…] ”
⭐⭐⭐⭐⭐ Jasmeet Vasir, CFO at CMA CGM Inland

“The course was extremely comprehensive, structured and really well prepared… It really helped me organize my thoughts and offered significant knowledge on the subject”
⭐⭐⭐⭐⭐ Christos Kolokotronis, FP&A Business Partner 

“Soufyan is a great coach who comes to us well-prepared and provides very relevant examples to make the learning more valuable to us. His sessions are very engaging and interactive, filled with games and activities to make learning enjoyable and effective”
⭐⭐⭐⭐⭐ Rong Mo, FP&A Director at Upwork

“What I like about the program is that Soufyan gives what companies normally pay a lot of money for. You have practice, exercises and training, all that in a single individual program”
⭐⭐⭐⭐⭐ Nicolas Boucher, Founder at Nicolas Boucher Online 

This is what matters to me: not just that people “liked” the training, but that they left with a way of presenting that changes how their message lands

If you’re in FP&A, controlling or finance business partnering and you want your work to have that kind of effect, check the other testimonials and see what can happen when finance learns to tell a story

And whenever you're ready to make the step, join today with the Black Friday Offer
- reduced price ($147 instead of $247)
- bonus 1: live masterclass AI for Financial Storytelling 
- bonus 2: personal review of your slides and feedback

https://lnkd.in/dqNTTeBD

Testimonials of real people who learned to tell stories

The worst moment in your process is presentations

Because that’s the moment where:
– your credibility is visible
– your nerves become data
– and your story meets reality

But let me reassure you:

You don't have to be a born presenter

Everyone can learn to be one

But the finance world doesn’t teach this enough

That’s why I put together this resource inspired by the biggest learning I got on public speaking

These are the techniques I wish I had earlier in my career

When I was still thought my "spoke for itself"

A few that change everything:
🔹 The 5-5-5 Rule
Your eyes tell the room you’re in control, even before your voice does

🔹 The Power Pause
Nothing signals confidence more than giving silence space to work for you

🔹 The 3-Part Open
A clean opening does more than engage. It sets the agenda for how people interpret your numbers

🔹 The Lighthouse Method
Anchor points keep the audience from drifting, especially when slides get heavy

🔹 The Callback Technique
One well-timed reminder can turn a deck into a story

Use them as tools

And like all tools, don't use a screwdriver to break a wall

Determine which one works when

Because people need to feel your conviction to trust you

And once they feel it, they follow it

The biggest performance killer in FP&A isn’t in the tools

It’s the myths we keep believing about planning

These myths quietly shape how teams work.

They create stress, confusion, and unrealistic expectations long before the numbers are even discussed

If you’ve ever wondered why planning cycles feel heavier than they should, it usually comes back to one thing:

Teams start from beliefs that were never true in the first place

Here are some of the myths holding finance teams back (and the facts that actually move planning forward):

———

1/ The plan must be 100% accurate
I’ve watched teams obsess for hours over a decimal point.
Accuracy matters, of course, but planning is a process of direction, not perfection.
Great teams focus on directional guidance.

———

2/ More detail means a better plan
Granularity feels safe but in practice, it slows you down and clouds judgment.
What leaders need is decision-level visibility, not transactional noise.

———

3/ Planning happens once a year
Every FP&A leader knows that the world doesn’t wait for your calendar.
Everything moves, shifts and evolves.
Continuous planning is the only way to stay aligned with reality.

———

4/ FP&A owns the plan
It took me years to understand this one: we don’t own the plan. The business does.
Our real job is to facilitate the thinking, challenge the assumptions, and orchestrate the alignment...and play with Excel

———

5/ Forecasts should mirror the org chart
This myth creates silos, political debates, and disconnected plans. 
The business doesn’t operate in perfect boxes.
Neither should your model.

———

6/ Variance analysis is a blame game
In high-performing teams, it becomes a learning loop.
A space to understand what really happened and how to adjust.

———

7/ Tools will fix your planning problems
No matter which new fancy tool you choose, technology helps, but it won’t solve weak processes.
Discipline comes first.
Then tools amplify it.

———

Every planning cycle exposes the same truth: the real challenge is in the mindset

When you let go of the old myths, planning becomes lighter, sharper, and far more aligned with how the business actually works

Stop trying to plan harder and start planning smarter

♻️ Repost if your team needs that for next planning season

I partner with Global Payments Inc. to tell you this

Last week, I spoke to a fractional CFO in Austin, Texas

He’s now chasing six months of unpaid work… because of  failed “automation”

I say "automation" because he set it up manually

You juggle enough already

Billing and collections should be the easy part

That’s why Global Payments is hosting a free webinar on Dec 11

And I’m sharing it with my community of fractional CFOs, consultants, auditors, and small business owners who want smarter tools

🗓 Register here: https://lnkd.in/efTJaRaf


I'll be there. Will you?

PS: You can't make it live? No problem. You'll get the recording anyway 👍

#Globalpaymentpartner

Brand partnership • Insight Communication for Modern Finance Teams (Storytelling Done The Right Way) | EMBA Lecturer | Keynote Speaker

You’re doing everything right
But your impact feels invisible
Don't give up, let's work on that!

You can work as hard as you can and still go unnoticed

Especially by those who make decisions 

It’s not about working more
It’s about being seen for the value you already bring

And for us, visibility comes from 
- the way you communicate
- the way you advise
- and the way you show up when it matters

But you don't want to beg for attention?

Here are 10 practical ways FP&A leaders become visible without shouting for attention 👇

1️⃣ Send a weekly insight brief
↳ One key business insight, one risk managed, one focus for next week

2️⃣ Step into cross-functional initiatives
↳ Don’t wait for an invitation. Finance becomes strategic when it shows up early

3️⃣ Lead with data and narrative
↳ “Based on this trend, here’s the implication, and here’s what I recommend” 
This is how you move from reporting to enabling decisions

4️⃣ Bring solutions (or options)
↳ Three scenarios and a clear recommendation show judgment.

5️⃣ Make wins visible... in business terms
↳ “Finance helped optimize X and unlocked Y% improvement” 
Leaders remember the impact

6️⃣ Build influence vertically and horizontally
↳ Understand your partners’ priorities before you try to align them

7️⃣ Institutionalize your learning
↳ Capture what worked, what didn’t, and how you’ll apply it
That’s how mature operators lead

8️⃣ Ask for strategic ownership
↳ Signal you’re ready to lead a workstream tied to a real business priority

9️⃣ Recognize others publicly
↳ Visibility multiplies when you elevate the people around you

🔟 Follow through with disciplined updates
↳ Reliability is power
Consistency builds credibility

You don't need to shout to be indispensable

Just make your value impossible to ignore

Which of the 10 are you working on right now?

10 ways to become visible at work.pdf

A quick note for those who asked me this week

The Black Friday offer for the Financial Storytelling Program closes tonight

It’s the full method I built after years of presenting to executives and training finance teams

And this week it includes two bonuses for the first 50 people:
✔️ The AI Masterclass for Financial Storytelling
✔️ A personalised audit of one of your slides

If this is something you’ve been wanting to work on, all the details are in the comments

Nothing more to add

I just didn’t want you to miss it

Join today

https://lnkd.in/dqNTTeBD

Alliance Mechanical Equipment

Finance Controlling

• Configure security in SAP to meet unique client security requirements

Financial Controller | Inhouse SAP Security consultant

Baniyas Spike Group of Companies

•	Managing validity dates of contractors
•	Supporting user creation and change requests
•	Working with user reports group wise
•	Changing PFCG roles as per business request
•	Creating and maintaining authorization and Roles including Single role, Composite role and 
        derived role.
•	Adding the roles, profiles to the user upon request
•	Creation of Users, Locking / Unlocking & copying of Users.
•	Generate transports for security to move profiles and roles to the proper clients
•	Checking SU53 screen and assigning roles as per user request
•	Switching on audit and going through the audit reports
•	User creation and assignment of roles
•	Restriction of regular and temporary user accounts
•	Creation of Single and Composite roles
•	Ticket handling-related to various issues ranging from user expiration to missing authorizations
•	Maintain password restrictions
•	Creation of mass users using SU10
•	Locking and unlocking users and analyzing SU53 reports
•	Determination of necessary authorizations to match business requirements
•	Creation and maintenance of activity groups using PFCG
•	Adapting Predefined Activity groups and authorization profiles
•	Build definitions of end-users and mapping of appropriate profiles
•	Determination of necessary authorizations to match business requirements
•	Maintenance of User Master & Support End Users with Security issues
•	Using system trace to record authorization checks in different sessions using ST01
•	Resolving tickets on authorization issues, logon failures, Password reset.
•	Role modifications based on projects requirement
•	Troubleshooting with SU53 and ST01
•	Worked with SUIM reports for weekly consolidation

FINANCIAL ACCOUNTANT AND SAP SECURITY ADMIN

Sahl Enterprises

SAHL ENTERPRISES                                                            MAY 2015 – DECEMBER 2017
MANGALORE
Job Title: Accounts Assistant
Roles & Responsibilities:
 
 
• Maintained books of accounts and handled petty cash Complete responsibility of day-to-day maintenance of books of accounts, petty cash
• Preparing, issuing invoices, updating account receivable and payment follow-ups
• Controlling credit and ensuring debtors pay on time, reconciliation of direct debits and finance accounts.
• Assisting senior accountant on reviewing of expenses, payroll records etc as assigned
• Generating periodic accounting reports, ensuring all payments amounts & records are accurate.
• Processed payments, validated invoices against items received
• Issued invoices to customers based on services rendered and/or goods sold
• Followed-up on payments, send timely reminders
• Make and track payments, review employee expenses and make reimbursements
• Updated accounts payable and performed reconciliations
• Keep track of bank deposits, payment and prepared bank reconciliation statements
• Prepared of financial statements of a various clients as and when needed
• Preparing Profit and loss account, cash flow statement and balance sheet.
• Assisted in other accounting projects.

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