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

You can have a technically excellent finance team... And still find yourself making every major strategic decision alone.(I know because I’ve seen this pattern in dozens of companies)Your team spends weeks perfecting the slides, the analysis and be as complete as possibleBut when you need strategic input for an ExCo meeting, their work doesn’t give you the perspective you need to lead confidentlyThe result is like this:→ Silence in meetings→ Decisions made without financial guidance→ You, the CFO or Finance Leader, doing the heavy lifting yourselfThe problem isn't their technical skill. It’s their system.Most teams are stuck in one of three stages:1. The Reporters: Mastered accuracy, but they are "historians" documenting the past2. The Explainers: Crystal clear on the "why", but provide no actionable guidance3. The Influencers: Highly strategic, but the capability only lives in 1 or 2 "star" performersI help Finance Leaders systematize the shift from Historian to Strategic AdvisorUsing my 4-step Financial Storytelling Framework, I help your entire team:- Step 1: Prepare the Message – Identify what actually matters for the business decision at hand- Step 2: Prepare the Story – Use structures that speak to a specific audience and leads to a decision- Step 3: Prepare the Visuals – Create slides that support a recommendation- Step 4: Prepare the Delivery – Present with the confidence to handle pushback from the CEO or BoardI’ve implemented this system for teams at Holcim, Deloitte, Bauer Media, and IndeedHow we can work together:• For Teams: The Finance Stage — Systematizing storytelling across your whole function.• For Professionals: Financial Storytelling Program — My flagship training for future leaders• For CFOs: 1:1 Coaching and high-impact to change your presentationsThe best financial insight means nothing if it doesn’t change the way we work in a companyReady to de-risk your team's output and get the strategic support you need? Send me a message and let’s diagnose where your team is stuck

Soufyan Hamid

Every FP&A problem has a root cause

And most CFOs only see it when it’s already expensive

Here are 8 signs to watch out for

After 4 years at The Finance Circle, I’ve worked with enough FP&A teams to know this pattern by heart:

99,99% of the people have all the skills to do the job

But the small signals that feel manageable… are actually the ones derailing the team

The CFO delegates more operational responsibility to FP&A: 
- The forecasting direction
- More analysis led
- More interaction with the business

Generally, we call that "progress"

In practice, something else often happens

As FP&A becomes more autonomous, it naturally starts carrying the narrative day to day

Decisions need context and questions need answers

So FP&A fills the space of being the "delegated right-hand" of the CFO

Over time, the story of performance settles inside the team

And it becomes the default reference in conversations with the business

The CFO is still accountable but no longer the daily point of gravity

While alignement CFO-FP&A should always keep going

And that’s usually when the distance starts

Here are 8 signs your FP&A team may already be struggling:

1️⃣ Conflicting numbers
Different reports tell different stories
And suddenly, no one knows which number to defend

2️⃣ Endless reforecasting
Forecasts keep changing, but no one can clearly explain why
Ownership fades. Confidence follows

3️⃣ Unclear business ownership
FP&A produces analysis, but it’s unclear who owns the metric or the decision
So insights float. Nothing lands

4️⃣ Over-engineered models
Models become impressive artifacts instead of decision tools
Few understand the and even fewer trust them

5️⃣ Misaligned KPIs
Metrics look clean, but don’t reflect how the business actually creates value
This is often when people start to ignore reports

6️⃣ Low stakeholder trust
Business partners challenge every insight or quietly bypass finance
Why would they?

7️⃣ Reactive, not strategic
Most energy goes into explaining the past
Very little shapes what happens next

8️⃣ Executive escalation
Issues surface at ExCo before FP&A raises the flag
And finance ends up explaining surprises instead of preventing them

The good news is that every one of these signals is fixable when you spot them early

But only if you’re willing to look beyond outputs…
and address how FP&A actually works, decides, and communicates

I’ve captured concrete ways to tackle each of these points

If you’re leading an FP&A team today, take a look: 

I'm sure you’ll recognize more than one

Which of these signs have you seen most often?

♻️ Repost if this helps another CFO spot the warning signs before they turn into nightmares

Communicate Like A Strategic CFO | Storytelling for Finance | EMBA Lecturer | Keynote Speaker

In 2026, FP&A teams will face a choice

(Small hint: it won't be an AI choice but a leadership one)

𝗢𝗽𝘁𝗶𝗼𝗻 𝟭: Chase what makes noise
𝗢𝗽𝘁𝗶𝗼𝗻 𝟮: Build what actually holds

Because, right now, you almost only hear about:
- New planning platforms
- Plug-and-play FP&A apps
- AI forecasting tools
- Real-time dashboards
- “Next-gen” analytics

And with so much energy that you can only feel behind if you don't jump on the train

Whatever happens, you feel like you're late

But my take is (and it will maybe not be shared with everyone):

That’s the surface level...and it moves (too) fast

If you focus on them, you will run without moving

On the contrary, there are 2 things that will build serious foundations

𝗙𝗶𝗿𝘀𝘁: 𝘁𝗵𝗲 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗻𝗲𝘃𝗲𝗿 𝗰𝗵𝗮𝗻𝗴𝗲

I know, it's not exciting or trendy, but it's non-negotiable
- Single sources of truth
- Clean data architecture
- Clear metric definitions
- Forecast accountability
- Strong planning cadence
- Repeatable close routines
- Consistent executive narratives
- Trust in the numbers, every month

It's tempting to skip them but believe me, if they break, your whole function breaks

𝗦𝗲𝗰𝗼𝗻𝗱: 𝘄𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗿𝗲𝗮𝗹𝗹𝘆 𝗺𝗮𝘁𝘁𝗲𝗿 𝗶𝗻 𝟮𝟬𝟮𝟲

Helping decisions (and we know there will be a lot in 2026)

- Driver-based and capacity-based planning.
- Scenario modeling that leaders actually use.
- Cross-functional planning that reflects how the business runs.
- Forecast-to-action loops
- Financial storytelling
- Business partnering

This is where FP&A becomes leadership-ready

And builds its future

When you have that set, tools with enhance your value

But only in that order

So now, tell me, what are your priorities this year?

There is a massive difference between Information and Insight

And I made a template for you to avoid the trap

I've reviewed hundreds of finance presentations, and I see teams constantly falling into "Information Mode":
• Detailed tables 
• Every single variance explained 
• A comprehensive look at "what happened"

But stakeholders are looking for Insight:
• What actually matters? 
• Why should I care? 
• What are we going to do about it?

The problem is that most finance professionals know they need to be more strategic, but they 𝗹𝗮𝗰𝗸 𝘁𝗵𝗲 𝗺𝗲𝗰𝗵𝗮𝗻𝗶𝘀𝗺 to filter the noise.

So I created a system.

It’s the exact logic I use with my clients to turn a 50-slide data dump into a 5-slide strategic narrative.

Inside the "3 Filters Framework™" folder:

✅ The Excel Filter Template: A structured tool to validate every KPI against Materiality, Explanation, and Actionability 
✅ The "Noise vs. Signal" Logic: How to cut 80% of your data without losing credibility
✅ The Video Walkthrough: A step-by-step guide on how to apply this to your P&L immediately

Use it once 

You'll never build a presentation the same way

I’m giving the full system away for free today

Want it?
- Follow me (so I can DM you)
- Like this post
- Get your template AND the video on https://lnkd.in/e_vDMm-m

PS: there are a lot of requests and as weird as it can sound in 2026, I don't use automations here so it will take some time. Thank you for your patience 🙏

7 Principles of Powerful FP&A Storytelling

1️⃣ Start with tension
Open with the problem/opportunity the business needs to face

2️⃣ Make it human
Show judgment, trade-offs, and impact
Your opinion matters more than you think

3️⃣ Speak in business images
Impacts and visuals will be stronger if shown in business drivers

4️⃣ Make it about them
Frame insights around executive priorities and risks

5️⃣ Show the stakes
What happens if nothing changes

6️⃣ Close the loop
Tie outcomes back to the original question

7️⃣ Leave a decision
End with a clear choice the room needs to make

Each of these is illustrated in the visual below 👇

If you work in FP&A or lead a finance function, storytelling isn’t a typical "soft skill"

It’s how strategy gets understood, trusted, and acted on

💬 Which of these principles do you find hardest to apply in real meetings?

If FP&A had a transit map, this would be it 🚇

Too often, finance processes are viewed in isolation

Budgeting happens here, reporting happens there

But in a healthy organization, these are continuous lines of transit

The 4 Lines that keep the business moving:

🟢 Green: Telling the story of what happened.

🔵 Blue: Uncovering the drivers behind the numbers.

🔴 Red: Modeling the path forward.

🟡 Yellow: Guiding the capital allocation.

The goal is to ensure the connections are seamless. 

When "Reporting" feeds "Planning" without friction, and "Analysis" automatically triggers "Decision Support," you have a world-class function

FP&A Central is where data meets dialogue

Where does your organization experience the most "delays" on this map?

You can tell a lot about a CFO

by how they run their 1:1s

If it is just a status meeting, they might as well use a checklist

But if they're serious about building the best finance team they can,
their 1:1s look very different

That’s why how you frame questions will determine the value you'll get from your teams 

Here are 10 questions great CFOs ask in 1:1s 👇

1️⃣ What’s been the most frustrating part of your week?
Because friction always shows you where the system is broken.

2️⃣ Where do you feel you’re doing your best work right now?
That’s where leverage already exists.

3️⃣ What’s one thing you wish we did differently as a finance team?
This tells you more than any engagement survey.

4️⃣ Is there a decision you’re waiting on that I can help move along?
Speed is leadership.

5️⃣ What part of your role feels unclear or messy at the moment?
Ambiguity is where performance quietly erodes.

6️⃣ If you could fix one process overnight, what would it be?
Listen carefully. This is usually expensive friction.

7️⃣ What skill do you want to build next, and how can I support that?
Future capacity starts here.

8️⃣ What’s a win from this month that deserves more visibility?
Because finance teams don’t lack impact. They lack airtime.

9️⃣ Where do you feel stretched, and where do you feel stuck?
This is how you prevent burnout before it shows up in performance.

🔟 What would make your job feel easier next quarter?
Small answers. Big signals.

Don't get me wrong: being supportive is not the number 1 priority here

But thanks to these, you'll build capacity

Which one of these questions do you already use?
And which one do you avoid asking?

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I'm Soufyan and I do 3 things to help CFOs and FP&A Leaders
- I train your teams to become real Finance Business Partners https://lnkd.in/ee66bB4q
- I teach you how to prepare and deliver engaging presentations https://lnkd.in/ezh29XRk
- Every week, 20,000s finance leaders learn to go beyond the numbers with my newsletter, FP&A Stories https://bit.ly/fpastories

46 Executives. One Saturday. 1 topic: The art of Storytelling

This weekend, I led the Public Speaking and Storytelling module for the Executive MBA at Solvay Lifelong Learning | Solvay Brussels School of Economics & Management

Usually, my audience is strictly Finance

But this group was different: a mix of (future) Executives, Engineers, Admins, Marketers and even Psychologists

I could have just taught them the theory 

But my main goal was to get them out of their comfort zone and practice as much as possible

And the energy was intense

They didn't sit the whole day in the classroom

At one point, I walked through the building and saw students rehearsing in the stairwells and practicing their pitches in the corridors

They took the "performance" aspect seriously

One student summed up the experience perfectly: "It has been an inspiring Saturday and, going forward, I'll be frequently using the offered knowledge"

We focused heavily on structure

Before you open PowerPoint, and before you worry about body language, you need to know exactly where you are taking your audience

Whether you are an executive or an engineer, if the structure isn't clear in your head, chance is it won't be for the audience

A huge thank you to the class for trusting the process...
...and for the energy in that final group photo!

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I'm Soufyan and I do 3 things to help your teams
- I train your teams to communicate like leaders https://lnkd.in/eC8uvdZ8
- I teach your non-finance teams to understand and use finance https://lnkd.in/eAy-W7z8
- Every week, 20,000s finance leaders learn to go beyond the numbers with my newsletter, FP&A Stories https://bit.ly/fpastories

ONE big difference between Controlling and FP&A

Business 𝗔𝗰𝘂𝗺𝗲𝗻 translated into Business 𝗔𝗰𝘁𝗶𝗼𝗻𝘀

But for that, you need to value by a chain

A chain you build step by step:

It's tempting to “upgrade FP&A” by starting at the top but most of the time, you face the sitution where nothing changes

Because FP&A isn’t grounded in business understanding but if you want it to create a repercussion in the business, you can't simply show them the problems

You must first translate into values that people understand

And then translate into a narrative (because, no, people won't move unless they feel concerned)

Here’s the sequence that actually works, without shortcuts

𝟭) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴

Before you model anything, you earn the right to model it

You know the revenue engine, the cost structure, the commercial mechanics, the operational constraints

𝟮) 𝗩𝗮𝗹𝘂𝗲 𝘁𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗶𝗼𝗻

You translate finance into business levers

That means that every $/€ movement will lead to a change in drivers...
...and vice-versa

𝟯) 𝗦𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴 𝗮𝗻𝗱 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲

Now you shape how leaders interpret performance

Your message framing makes the decision easier for leaders

(Small tip: think of the 3 What)

𝟰) 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗲𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁

This is where FP&A becomes real

If decisions are made, you don't let them die in the meeting.

You make sure they are in the rolling forecasts
You follow up on the action points with the people accountable
You make it a routine

Each layer builds on the previous one

If you jump straight to forecasting routines without business acumen, you get prettier templates and the same misunderstandings
If you jump straight to storytelling without value translation, you get great slides and zero action
If you jump straight to execution without influence, you get meetings that feel busy and outcomes that feel random

If you want FP&A to be valuable, treat it like a craft with a progression

Start at the bottom

Where does your team spend most of its time today: business understanding, value translation, influence, or execution?

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

I am repeating myself but I keep on seeing the problem in so many finance teams

- we want impactful FP&A teams
- we need to automate our work
- my team needs AI

The problem is that, although this is something I would love to see in finance teams, most teams are not ready for it

Because these processes are fed with the wrong base

Data that's either wrong or doesn't mean anything

And despite all your efforts, you can’t automate that

You can’t shortcut it either

That’s why I like to think about FP&A as a funnel and each stage is a progress towards the famous impact that we want

Here’s how it actually plays out.

𝗦𝘁𝗮𝗴𝗲 𝟭 – 𝗦𝗖𝗥𝗔𝗠𝗕𝗟𝗘
Most of your job consists in chasing and fixing data 
Time investment is extreme, and nothing really sticks

Most teams live here longer than they admit

𝗦𝘁𝗮𝗴𝗲 𝟮 – 𝗔𝗟𝗜𝗚𝗡𝗠𝗘𝗡𝗧
You start creating consistency and that often goes along with standard reports and shared definitions
It’s less visible work, but it’s foundational

This is where discipline starts to matter

𝗦𝘁𝗮𝗴𝗲 𝟯 – 𝗜𝗡𝗦𝗜𝗚𝗛𝗧𝗦
Now numbers begin to mean something, and not only for finance but for the whole business
Decisions happen faster because finance explains

This is where FP&A earns credibility

𝗦𝘁𝗮𝗴𝗲 𝟰 – 𝗔𝗨𝗧𝗢𝗠𝗔𝗧𝗜𝗢𝗡
Systems finally run the show and you can count on them to provide your insights in due time 
Automation works because the groundwork is done

Not before

𝗦𝘁𝗮𝗴𝗲 𝟱 – 𝗜𝗠𝗣𝗔𝗖𝗧
FP&A drives strategy with finance-led decisions that create value
The team is guiding with influence and human touch

I know, it appears more sexy to jump from SCRAMBLE straight to AUTOMATION with fancy tools

But skipping stages will make the whole setup fragile

The real breakthrough is to find at which stage you're in...
... and know how to go to the next

That’s how FP&A becomes useful

♻️ Repost if this matches what you see in your organization
👇 Curious: which stage do you see most FP&A teams stuck in today?

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I'm Soufyan and I do 3 things to help CFOs and FP&A Leaders
- I train your teams to become real Finance Business Partners https://lnkd.in/ee66bB4q
- I teach you how to prepare and deliver engaging presentations https://lnkd.in/ezh29XRk
- Every week, 20,000s finance leaders learn to go beyond the numbers with my newsletter, FP&A Stories https://bit.ly/fpastories

Systematizing Storytelling for Finance Teams | EMBA Lecturer | Keynote Speaker

There are dozens of storytelling frameworks

But only one of them really works in Finance

---------
 I'll share tips about this framework and help leaders like you improve their storytelling skills in a webinar organised by Lucanet called Stop Reporting, Start Influencing - The Storytelling framework for Finance Leaders

It's FREE, it's on January 21st at 2pm CET and I want to see you there

Register here https://lnkd.in/esqapHNu
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The difference is that we are not on a TEDx stage

The goal of our presentations is to bring decisions to the table

And in a decision room, leaving things open-ended is a risk

That’s why I put a score on each framework in this visual

Not to rank storytelling theory

But to reflect what actually works when you sit with a CFO, an ExCo, or a board that expects direction by the end of the meeting

Over the years, I’ve used all of these.
Golden Circle ⭐⭐⭐
Driver-based storytelling ⭐⭐⭐⭐
Scenario planning ⭐⭐⭐
Bridge frameworks ⭐⭐⭐
Even Monroe (in very specific moments) ⭐⭐

They all have value
They all have limits
And they don’t perform the same in our context

In finance, the question is rarely “Is this a nice story?”
It’s “What decision does this lead to?”

That’s why some frameworks do a better job
Why some bring a real outcom
Why some help leadership move

Like the SCQA 

And yes, this is the clear winner in my heart

The one that consistently survives board pressure, time constraints, and executive impatience

But I’m curious

What frameworks have you actually used in real finance meetings?
And which one helped you land a decision when it really mattered?

Don't forget to register if you want to learn more about the SCQA and see how I use AI to prepare my presentations
https://lnkd.in/esqapHNu

I’m genuinely interested in your winner

A CFO once told me something I wish I’d learned earlier in my career:

“People in front of me don't work in your models
So bring them what influences their decisions”

That sentence is still what brought doing what I do

Because, contrary to the usual storytelling, where you keep the a-ha moment for the end

In finance, you have to be clear about what you expect from the review...

...and count on your performance to generate trust

Presence is what allows you to:

• Frame the decision before the data
• Hold attention when numbers get uncomfortable
• Stay credible when assumptions are challenged
• And actually land an outcome, not just a discussion

When it slips, even a perfect work goes nowhere

So to avoid that, here are 9 moments where your presence disappears:

1️⃣ Opening with numbers instead of context
2️⃣ Apologizing for the forecast
3️⃣ Burying the recommendation
4️⃣ Reading the deck word-for-word
5️⃣ Freezing when challenged
6️⃣ Fighting the sceptic
7️⃣ Drowning in detail
8️⃣ Rushing the close
9️⃣ Ending without a clear ask

Yes, your work, data, dashboard are expected to be perfectµ

But most of them are and yet, most finance presentations are not great

That’s exactly why you should also care about "how" you deliver your presentation

So tell me: 

Which one have you seen most often in your own meetings?

9 Mistakes That Kill FP&A Presentations

7 ideas I wish more FP&A teams carried with them into 2026

Save this

These are the kinds of principles that quietly shape better decisions

If you’re serious about influence in finance, stay around

7 powerful ideas to carry with you in 2026

I’ll admit it
Early in my career, I was a bit of a snob
I thought storytelling was only for FP&A

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👉  24 hours before my webinar with Lucanet called 𝗦𝘁𝗼𝗽 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴, 𝗦𝘁𝗮𝗿𝘁 𝗜𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗶𝗻𝗴 - 𝗧𝗵𝗲 𝗦𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗳𝗼𝗿 𝗙𝗶𝗻𝗮𝗻𝗰𝗲

I'll share tips about 𝗦𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 incl. frameworks, tips and AI tools

It's FREE, it's on 𝗝𝗮𝗻𝘂𝗮𝗿𝘆 𝟮𝟭𝘀𝘁 (𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄) 𝗮𝘁 𝟮𝗽𝗺 𝗖𝗘𝗧 and I want to see you there

Register here https://lnkd.in/esqapHNu
--------

Our unique value

Later, I realised every finance role is already telling stories...
...just in very different ways:
- Accounting tells the story of rules being followed
- Tax tells the story of efficiency
- Treasury tells the story of resilience
- FP&A tells the story of choices

Trouble starts when we use the same approach everywhere

That’s when we lose people

Because what works in the ExCo won’t reassure regulators
And what convinces auditors won’t inspire executives

Storytelling in Finance must not only adapt to the audience

It must also adapt to its message
 
So ask yourself:
- What does this audience care about?
- What language will they trust?
- How do they make decisions?

This framework helps you find the right angle

Good finance professionals master the numbers
Great ones know numbers only matter when they become useful.

👉 Don't forget to register if you want to learn more on how to manage different audiences in your finance specialty https://lnkd.in/esqapHNu

Not all CFOs are influential

That's because being the best won't help

Just before you read further, yes I know

You have to be technically good to be a CFO, I don't discuss that

But doing your job and having your job approved are 2 different things

People resist when
- they don't understand
- they don't agree
- they don't see the added value (for them)

And a way to go over that resistance is influence

In finance, there are a few predictable principles to influence

Here are the ones every CFO should understand:

• Reciprocity
Executives become far more open to finance when you first help them see something they hadn’t fully understood yet

• Consistency
Decisions land more easily when they feel like a natural continuation of assumptions leaders have already agreed to earlier

• Social proof
Uncertainty drops when finance shows how similar decisions played out elsewhere, because risk feels smaller when it’s shared

• Authority
Clear, calm explanations of complex situations build trust faster than confidence theatrics ever will

• Strategic scarcity
Focus increases when finance protects leadership attention by saying no to low-value work and yes to what truly matters

Together, these principles change how finance is perceived

Resistance fades, conversations change, and finance stops being questioned at the end of the meeting

80% of finance presentations fail to influence decisions

I'll fix that in a free webinar on Jan 21 with Lucanet 👉 

Register here https://lnkd.in/esqapHNu

Most executives leave finance meetings unconvinced, unconcerned, or unsure of what to do next

The numbers are right, no concern about that

But we, finance, didn't make it important or actionable

In this session, I’m breaking down the exact storytelling framework I use, built specifically for finance, not generic "hero stories"

We will cover: 

▪️ How to structure insights so execs instantly grasp the "so what" 
▪️ 3 concrete tools to turn data into decision-ready messages 
▪️ How AI can support your narrative (and prep you for tough questions)

I’ll be joined by Tobias Riffel from Lucanet to discuss the strategic shift finance leaders need to make right now

🚨 Important: This is NOT a product demo. It’s a mindset shift and a practical training session

Stop reporting. Start influencing.

See you there?

Register now on 
https://lnkd.in/esqapHNu

We all think "presenting the numbers" is like this:

Align on the data → share insights → decision made

But that happens maybe 1 time out of 10

Normally, this happens: 
- Numbers get challenged
- Priorities shift mid-meeting
- You get interrupted at least once
- Someone asks the one question you didn’t prepare for
- Stakeholders interpret your insights diff
- Tensions rise
- Time runs out

And somehow… “good enough” wins

Every finance leader has lived this moment

We spend hours preparing the slides but once we’re in the revie, we get hijacked by timing, pressure, and politics

That’s not a failure of storytelling

It’s proof that decision-making is human

And this is why storytelling is so important

If it was just “presenting the numbers”, it would be easu

But you need to steer attention when everything else is pulling it away

So for your next MBR, just think this one thing

How is the reviw going to be?

...and prepare for the inevitable

Stop presenting like a tree 🌳

Many finance pros are taught to stand still, deliver the data, or sit down

But standing like a statue (or twisting like you're using a hula-hoop) signals stress

And stress = lack of trust

If you want to be convincing, you have to move with intention

Here are 3 micro-adjustments that instantly boost authority:

1. 𝗧𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗦𝗶𝗹𝗲𝗻𝗰𝗲

Don't rush to answer tough question

Pause for 2 seconds

It makes you look calm, sure of yourself

2. 𝗧𝗵𝗲 𝗗𝗲𝗹𝗶𝗯𝗲𝗿𝗮𝘁𝗲 𝗣𝗮𝗰𝗲

Slow down your hands

Fast hands signal nervousness; controlled movement signals leadership

3. 𝗧𝗵𝗲 𝗗𝗶𝗿𝗲𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗠𝗼𝘃𝗲

Don't just stand there

Move in all 4 directions to cover the space and occupy the sight

These are tools to help you lead with authenticity

Try just one of these in your next meeting

And tell me: which one did I forget?

8 Body Language Shifts

Reporting vs Explaining vs Influencing
Where would you put your team?
(Test it on on https://tally.so/r/ODlAXA)

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 high-res version, I’ve made it available as a free PDF

👉 https://lnkd.in/e9m42D9Y

And if you want to see where your team is, go to 

👉 https://tally.so/r/ODlAXA

Early in my career, I believed: “If the work is good, it will speak for itself”  
Then I started presenting

That’s the moment executives decide whether to trust you...
...often before they’ve even understood the results

The reassuring part: strong presenting is a set of behaviours you can practice

And because finance doesn’t teach that nearly enough, I turned my biggest public-speaking takeaways into a resource

A few that consistently help:
- 𝟱–𝟱–𝟱 𝗲𝘆𝗲 𝗰𝗼𝗻𝘁𝗮𝗰𝘁 (calm eyes, calm room)  
- 𝗧𝗵𝗲 𝗽𝗮𝘂𝘀𝗲 (silence used on purpose)  
- 𝗧𝗵𝗲 𝟯-𝗽𝗮𝗿𝘁 𝗼𝗽𝗲𝗻𝗲𝗿 (problem → why it matters → what’s coming)  
- 𝗟𝗶𝗴𝗵𝘁𝗵𝗼𝘂𝘀𝗲 𝗮𝗻𝗰𝗵𝗼𝗿𝘀 (repeat the 2–3 points that orient the audience)  
- 𝗖𝗮𝗹𝗹𝗯𝗮𝗰𝗸𝘀 (make the deck feel like one story)

Pick the technique that fits the moment

When people feel your certainty, they’re far more willing to follow your conclusions

The hardest part of variance analysis is selecting what to keep and what to leave out
In other words, getting the "signal" from the "noise"

We all struggle to know which insights are "important" and which are just "interesting"

So I built the 3 Filters Framework™ to make that decision for you and I explain it in a video I just released

👉 Watch it here https://lnkd.in/eFxftH5D

It’s a dynamic Excel model designed to do one specific thing: 
- take your messy raw data
- filter it through your industry drivers
- emphasise the 3 or 4 key "Root Causes" you actually need to pay attention to

It helps you: 
✅ Automate Price-Volume-Mix 
✅ Ignore immaterial variances (The Noise) 
✅ Build a "Board-Ready" waterfall chart instantly (The Signal)

Don't let the noise kill your message

Grab the template and watch the guide here:

👇 https://lnkd.in/eFxftH5D

MOSAIC

Finance Manager

Recycling Council of B.C.

I care about the environment and creating a more just and sustainable world.  In this role, I:
Build Forecasts
Run Scenarios
Manage the full-cycle accounting process 
Follow Canadian accounting standards for not-for-profit and charitable organizations (ASNPO and Canadian GAAP)
Manage and forecast liquidity
Prepare annual budgets in collaboration with the Executive Director
Support process improvement 
Manage External Audit
Focus on growth and external funding
Produce financial analyses and provide strategic advice

Finance Consultant

Other

I am an active blogger on the platform since I joined in 2020 and thus far, I have written my first ebook, Management, Influencing and Finance and this covers an introductory approach to behavioral tactics for mid senior and junior finance professionals. This book was launched in Dec 2021.

I have also written an article which was published by CPA Canada on the importance of financial literacy and why volunteers are needed in this field.

In June 2020, I started the adjunct West Indian Project which showcases West Indian talent within the Finance Industry. It has been a real honor to give persons a voice who aren't on the LinkedIn platform at the moment or for those who have only recently joined. The purpose of the series was to inspire and empower the local finance community. I have written 6 articles under the West Indies Project

Freelance Finance Writer

Chartered Professional Accountants of Canada (CPA Canada)

In this role, I provide insight and advice to CPA Canada into matters relating to the local environment as it impacts the finance profession and other matters relevant to CPA Canada and its members

I ensure relevant Professional Learning Development opportunities are available and I'm a positive brand ambassador who facilitates networking opportunities for many CPAs across the globe.

My 2022 goal is to continue to roll out a Financial Literacy Guide to adults, and existing and future entrepreneurs.

Advisory Council Member

Universal Foods Limited

(You can find out more about Universal Foods products on Instagram under UniversalCereals)

I support the future of my company through managing financial operations and utilizing qualitative and quantitative methods such as Scenario Building/Forecasting, Budgeting, Modelling, and Risk Management. I work alongside a great team managing staff and I remain committed to driving transformations and leveraging talent. I also remain fully committed to supporting my company's supply chain

My achievements has been the development of a model that could accurately track, measure, and predict budgeted product line profitability on all products in each market. This exercise solved a US$442K variance on a budgeted profitability analysis that had utilized incorrect product line GP’s. It has been a considerable success because we saved 3 weeks of unnecessary time, headache, broke down mini-silos and the budget season for 2021 went by in a seamlessly easier way.

Another achievement was slashing rejects by 50% by using the Cause and Effect Analysis (similar to the 5 Why's). I have also saved our company approximately $150k through efficient taxation management. Left with an A+ Rating and resigned in Sept 2022,  to pursue a funded MBA overseas

Head Of Department

Children's Authority of Trinidad and Tobago

For this state funded entity, I worked on multiple projects internally and externally for the Central Government (Office of the Prime Minister). These aspects included Budgeting, Budget Defense Meetings, Risk analysis and some aspects of Project Management. I was part of managing finance across the organisation and was involved in strategy development and formulation. This role also saw me understand legal jargon and the wider environment which was necessary to add value in my role as a finance professional.

I enjoyed spear-heading special projects for this child protection agency and learned to manage and communicate effectively cross functionally and vertically. This role also built my love for leadership and strategy which I continue to study today. It will always be one of my more fulfilling roles within the finance function

Mid Level Finance Controller

WGM Group

This role was memorable because it supplied the groundwork to Supply Chain Management and Managerial Finance

This is a small and medium sized entity and so it delved into FP&A a lot more than any job, covering variance analysis and championing of key performance indicators. There was also considerable experience in Board presentations and Financial statements for the subsidiary and the Group in accordance with International Financial Reporting Standards. We were also directly involved in Tax and GL reconciliations and being point persons for senior audit staff. This is the role that really strengthened me and grew me because it involved management and overseeing the development of the group treasury function.

One of the major successes in this role was being asked to financially manage the Group company and also the satisfying of key internal and external stakeholders. It was here I learnt that Finance was less about Finance and more about the Business

Junior Manager

Digicel Group

Understanding of the telecommunications industry was key in this role and because the Digicel Group is a Global Firm, my focus was more accounting in nature. 

I managed the fixed asset register and was involved in financial and treasury planning. There was also Variance analysis for monthly operating and capital expenditure, forecasting and budget development.

One of the things I remember learning in this role was building relationships, influencing and people management.

Assistant Accountant

Aegis Business Solutions Limited

My first finance role allowed me the ability to see first hand how accounting starts to how it ends, from coding to financial statements to working with auditors and so I did this for numerous small and medium sized clients because our industry was an accounting outsourcing one. 

This role also involved analysis and interpretation of financial reports and tax returns and management accounts. I also worked with auditors on a memorable payroll audit. Other notable experiences was in stock and fixed asset counts, understanding risk as an accountant and thoroughly cleaning up a backlog of accounts for clients who never got the ability to do their accounts. Here was my training for Accounting Standards and Sarbanes-Oxley Legislation.

Senior Accounting Associate

Finance Business Partner | Writer | Geek

I have enjoyed working within small and medium-sized entities for most of my career, which has given me a more significant impact on leading and contributed to my entrepreneurial personality. This experience covers communicating, managing cross-functional teams, board reporting, budgeting and forecasting, scenario planning, risk analysis, technical accounting, and process improvement.

My career has also involved being outsourced at a listed fortune 500 company and working within the public sector. My nonlinear career path has provided a unique perspective.

In 2020, I decided to get serious about writing and wrote an academic paper to help junior finance professionals improve their influence. This white paper was nominated for a Rubery Award in 2022.


PEOPLE CONNECT WITH ME ON:
Finance/Management Knowledge
Engaging and entertaining posts from my experience
Supply Chain updates


BACKGROUND:
I am a member of the Chartered Professional Accountants of British Columbia (CPABC), the Association of Chartered Certified Accountants (ACCA), and I hold a BSc. Hons. in Management Studies. I’ve held numerous roles throughout my tenure. In September 2022, I decided to move to Canada to pursue an MBA.

Connect with me if any of the above appeals to you.

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Soufyan Hamid

Aliyyah Abdullah CPA

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Aliyyah Abdullah CPA

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