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

There are dozens of storytelling frameworks

But only some of them really work in Finance

And it's because we are not on a TEDx stage

The goal 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 who 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?

I’m genuinely interested in your winner

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

BEST OF 2025 - Everyone talks about what great finance partners should do

Few talk about what holds them back

And that’s a problem because bad habits don’t always look bad at first

Some of them come from the right intentions.
- Trying to be precise.
- Trying to protect the company.
- Trying to be helpful.

But over time, these habits break trust and distance you from the business

Here are 10 behaviours I’ve seen hold back even the smartest finance teams (and what to do instead)

Being a Gatekeeper Instead of a Partner
 ❌ Saying “no” before understanding the ask
 ✅ Start with the “why” and co-build better options

Speaking in Jargon
 ❌ Flooding the room with ratios and accounting terms
 ✅ Translate numbers into commercial impact

Challenging Without Listening
 ❌ Correcting mid-sentence without full context
 ✅ Listen like a coach, not a cop

Owning the Budget Like It’s Yours
 ❌ Acting like business teams are spending your money
 ✅ Guide the process — don’t police it

Reporting for the Sake of Reporting
 ❌ Sending dashboards with no direction
 ✅ Highlight what matters and what happens next

Showing Up Only at Month-End
 ❌ Being visible only when reviews are due
 ✅ Be present where decisions are made

Trying to Look Smart Instead of Being Helpful
 ❌ Correcting decimals and IFRS details in meetings
 ✅ Help people think better — that’s what earns trust

Micromanaging Forecasts
 ❌ Rewriting inputs instead of coaching logic
 ✅ Let the business own it — just challenge thinking

Escalating Before Engaging
 ❌ Jumping straight to top management
 ✅ Start local, escalate with context — not blame

Being Reactive, Not Strategic
 ❌ Always in fix-it mode
 ✅ Bring your own agenda and help shape the long game

Business partnering is the outcome of how you show up, day after day
One habit earns trust, another erodes it
And over time, the difference is massive.

If you’re leading a finance team, start here: clear out the behaviours that block your team from being invited to the real conversations.

That’s where the work begins

It’s to stop doing the wrong things

Which of these habits do you still see around you?

BEST OF 2025 - There’s no rush to become a CFO

But there’s also no excuse to stay stuck in the same role for 10 years

Finance careers are built step by step

Not by job titles, but by the way you show up at each stage

Here’s what I’ve learned after working across audit, consulting, and FP&A:

🔹 In your early career, curiosity beats perfection
↳ Ask why. Shadow meetings 
↳ Say yes to messy projects
↳ You’re there to absorb

🔹 In mid-career, impact beats perfect
↳ You’ve mastered the model, now use it to be useful
↳ Speak the language of the business
↳ Be the partner they remember

🔹 In leadership, clarity beats control
↳ Your job won't be execution anymore
↳ You have to make sure your team knows where they’re going
↳ The why becomes your North Star

🔹 And as an executive, legacy beats performance
↳ Step back just enough to let others step up.
↳ Use your experience where it counts — in guidance, not control.
↳ Make space for what matters most: people, decisions, and legacy.

Keep asking better questions.
Keep stepping into the next level.
Keep building what outlasts you.

But more importantly today, ask yourself:
What stage am I in?
And how am I making the most of it?

—

♻️ Save or share if someone on your team needs to read this today
📌 Follow me for more content like this

How to Make the Most of Every Step in Your Finance Career

FP&A is not a destination

It’s a progression

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I just notice it's barely readable so download the high definition PDF on https://lnkd.in/eEyZfzZE
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Reporting
Analysis
Forecasting
Consulting

Each layer builds on the one below it

You don’t become a “strategic business partner” by declaration

You grow into it

- 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 earns trust
- 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 creates understanding.
- 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴 shifts the conversation forward.

Only then does 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 make sense

Helping leaders think through options
Knowing the risks and opportunities
Make decisions with confidence

That’s also how I approach teaching finance to non-finance leaders

I don’t start at the top of the pyramid

I start where collaboration is natural

Some connect through KPIs
Some through performance drivers
Some through scenarios

And that’s fine

There’s no rush to master everything from day 1

Learn the first layer
Then the second
Then the third

Over time, you arrive at what real finance business partnering actually is:

Being useful when decisions are on the table

BEST OF 2025 - There’s pressure in every team

But in FP&A, it has a particular flavour

It’s the pressure of being the last to know,
but expected to be the first to answer.

It’s the pressure of helping others stay on track
even when their priorities change daily

After almost 20 years in the role, I’ve stopped trying to eliminate pressure

Instead, I’ve learned to navigate it without burning out

Here are 5 habits I come back to, especially during chaotic weeks:

1️⃣Start from what already exists
There’s often a past report, a good comment, a forgotten query
Reusing and reframing is 70% of the job

2️⃣Offer 80% solutions when time is tight
You know the Pareto rule, right? It also applies to our work
People will prefer imperfect instead of nothing
 “Here’s what I can show today” keeps things moving

3️⃣Step back when everything feels urgent
Most deadlines aren’t emergencies
Let's put our work back in perspective
We're not ER surgeons

4️⃣Clarify the real end goal
You often get simple requests of data or report
But if you don't know what the end goal is, you risk having five rounds of rework

5️⃣Learn one thing after every storm
If pressure doesn’t make us smarter, it just repeats
Each cycle is a chance to prep better, say no sooner, or automate next time

I didn’t learn this in a course

I learned it on Thursday nights when the board was the day after

Or during QBRs when the numbers were there but didn't make sense 

If any of these help you next week, I’m glad I wrote them down

What’s the habit that’s helped you most under pressure?

BEST OF 2025 - From Senior FP&A to FP&A Leader

There’s no badge for it

No formal promotion moment

But there’s a shift. And once it starts, you can’t go back

You don’t need to work harder but to work differently

Here are 10 mindset shifts to step up into leadership:

1/ You stop waiting for questions
 ↳ You shape the discussion before it even starts
 ↳ Insight isn’t the goal as such, framing the question is

2/ You stop building for complexity
 ↳ Models support clarity and speed
 ↳ The kind of models that non-trained people could fill

3/ You stop focusing on variance explanations
 ↳ You focus on how the variance changes the next decision
 ↳ That’s what they care about

4/ You stop aiming for templated slides
 ↳ You aim for impactful slides
 ↳ The story matters more than the design

5/ You stop reacting when called
 ↳ You show up early, with options and trade-offs
 ↳ You help shape the path

6/ You stop being judged by your output
 ↳ You’re judged by how empowered your team is when you’re not in the room

7/ You stop reviewing reports to prepare
 ↳ You prep by talking to people
 ↳ Context beats control

8/ You stop being the Excel hotline
 ↳ You’re the person they come to challenge their assumptions

9/ You stop reacting to the calendar
 ↳ You show up with scenarios and trade-offs before they’re needed

10/ You don't sit only with finance
 ↳ You earn your seat where decisions are made

You don’t need a new job title to lead.

You just need to operate like someone whose voice drives direction.

Start before you're invited.

That’s how you get the seat.

Too many meetings are killing finance teams

But the answer isn’t “have fewer meetings”

It’s having the 𝗿𝗶𝗴𝗵𝘁 𝗼𝗻𝗲𝘀, at the right altitude

Most finance leaders have a 𝗰𝗮𝗱𝗲𝗻𝗰𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺

Everything feels urgent
Every topic ends up everywhere
And by month-end, people are exhausted… but still unclear

I’ve seen this in FP&A teams, group finance functions, and ExCo rooms

Everyone is busy
Very little actually moves

What changed things for me wasn’t another productivity hack
It was a 𝗰𝗹𝗲𝗮𝗿 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝗿𝗵𝘆𝘁𝗵𝗺

Here’s the 4-meeting cadence I keep coming back to ↴

A structure that creates alignment without drowning teams in calls.

1️⃣ Daily Team Alignment (5 minutes)
↳ A fast pulse check
↳ Priorities, workload, risks
↳ No metrics review

2️⃣ Weekly Performance Tactical (45–90 minutes)
↳ Review performance signals with the business
↳ Translate KPIs into drivers and action
↳ Leave with decisions

3️⃣ Monthly Strategic Review (2–3 hours)
↳ Zoom out
↳ Connect trends, forecasts, risks, scenarios
↳ Focus on 1–3 topics that actually move the business

4️⃣ Quarterly Business Offsite (1–2 days)
↳ Step back from the noise
↳ Pressure-test strategy and assumptions
↳ Reset priorities and direction together

When this cadence is run properly, you feel it immediately:

– Fewer last-minute surprises
– Clearer ownership
– Faster decisions
– Better conversations with leadership

Meetings stop feeling like reporting rituals
They start becoming decision moments

This is one of the simplest systems I’ve seen work, again and again, in finance leadership teams

Because it creates space for insight, focus, and direction

If you’re a CFO or FP&A leader, I’d be curious:
Which one of these meetings is currently missing, or doing the wrong job, in your organization?

BEST OF 2025 - Some people think the title is enough
“CFO”
“VP”
“Director”

But leadership isn’t pinned to your blazer

It’s what shows up in every decision you make

Empathy
Fairness
Accountability
Communication
Respect

And the courage to choose integrity when it’s hard

Because titles don’t lead

You do
Activate to view larger image,

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

BEST OF 2025 - I’ll admit it
Early in my career, I was a bit of a snob
I thought storytelling was FP&A’s secret edge

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.

BEST OF 2025 - We like to say we “wear many hats”

But in reality, most of us try to wear all of them

Forecasting. Reporting. Strategy. Tools. Leadership.

And we do it with pride...
...until the weight becomes too much

I wish more people in Finance (and beyond) understood that:

You cannot be exceptional at everything

And the moment you try, everything starts to decline

The higher you grow, the less your role is to do it all

Your real job becomes something very different:
- Finding the best in each area
- Creating the space for them to excel
- And becoming the engine that connects all of them into one direction

You have to accept you can't master every hat

You'll have to hand over some and empower the people who wear them better than you ever could

I know it's frustrating for action people like us

But no one should have to do it all

Especially not you

BEST OF 2025 - I’ve worked with great finance teams

On paper, they had everything right

Good reports and great forecasts

They always delivered on time

But still, they were out of the loop when strategy was being discussed (any similarity to actual persons, living or dead, is purely coincidental)

Why?

Because being good at their jobs has never been enough (even though we try to make you believe this is a new trend)

You need to be part of the conversation that happens before and after the report arrives in your stakeholders' hands

Here are 8 things I’ve consistently seen great finance teams do:

1️⃣ They prepare the meeting before the slides
 → They align on the message, test key takeaways, and pre-sell the story. The slides come last.

2️⃣ They always ask what the analysis is for
 → You think having a hypothesis is a bias? Maybe, but people have biases and you're there to confirm or infirm them.

3️⃣ They explain performance through business events
 → Not just % variances or COGS breakdowns. Real understanding of what happened on the ground.

4️⃣ They prepare more than one way forward
 → They bring options. Forecasts are more than predictions — they’re scenarios with ownership.

5️⃣ They step in before the month-end
 → They don’t wait for closing. They test early signals mid-month to support real-time trade-offs (go to (bi-)weekly meetings with your BU).

6️⃣ They make complex topics easy to act on
 → Not oversimplified but usable by people who know more about the business than you do.

7️⃣ They create working relationships
 → It goes further than business acumen. We work with humans, and people work with humans they appreciate.

8️⃣ They follow insights through to action
 → Your job isn’t done when it’s presented. They stay in the loop until it happens.

These aren’t soft skills

They’re operational differentiators

And over time, they’re what turn a support function into a strategic one

Which of these 8 do you already practice?

And which one will your team focus on next?

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?

Only 17%* of FP&A teams describe their data as “best-in-class”

That means 83% are still somewhere short of where they need to be

And I’ve seen why
• Too much time lost in reconciliations and manual reporting
• Insights landing too late to influence a decision
• CFOs still chasing reports instead of shaping the conversation

That’s when finance teams stall: hard work replaces smart work and the space for strategy disappears

The truth is: moving from firefighting to impact isn’t one big leap

It’s done step by step

You start with standardization
-> One clear way of working, no more chaos

Then you add automation
-> Cut out the repetitive work

Next comes measurement
-> Focus on the right KPIs and make them visible.

Then, layer in continuous improvement
-> Small weekly fixes that compound into resilience

Only then are you ready for innovation
-> Shaping finance

That’s the journey I’ve seen across my career (and still this week at a CFO event organised by KPMG)

It’s not glamorous (no hero story here)

But it works because at each step, you build on strong grounds

So here it is: 5 Levels of FP&A Maturity (from firefighting to strategic impact)

Share it with CFO. 
Save this for when teams lose motivation.
Use it to make your finance team future proof.

* 2025 FP&A Trends Survey

👉 If you want to go deeper, here are three ways I can help you:

📘 I put together a free Financial Storytelling Starter Pack — you can grab it here: https://lnkd.in/eadSXhKp

🤝 And if you want to explore solutions for your team, you can plan a call with me here: https://lnkd.in/eKTff5s2

BEST OF 2025 - Love him or hate him, Steve Jobs had an edge in presentations

So let’s learn what we can from him and apply it to finance:

But before doing it, it's important to know that I am not asking anyone to become a TED talker or an inspirational leader

Our business updates have a different goal: help leaders grasp what changed, why it matters, and what we do next

So here is how I translate six of his core presentation rules to FP&A work:

1️⃣ Clarity beats complexity

Ask yourself: can a non-finance leader grasp my point in 10 seconds? If not, strip the slide to the essentials and name the decision it supports.

2️⃣ Numbers inform but stories transform

Turn “Q3 margin down by 8%” into a short storyline: pricing lag, mix shift, energy spike, and the fix we control next quarter. 

Use the 3 What: what happened, why it matters, what we do next.

3️⃣ Your voice is the real slide

Slides do not drive change. People do. Rehearse tone and pacing so your presentation leads to engagement....and discussions

4️⃣ Less text -> More impact

One idea per slide. One message per chart. If they read more than they listen, you have already lost them.

5️⃣ Rehearse like a partner

Your goal by rehearsing won't be to know everything by heart. 
Instead, know your structure, detect when something goes wrong, anticipate the CEO’s first question. 
But more importantly, refine transitions, so you won't have to say "on the next slide, ...

6️⃣ Command the room, even virtually

Own the narrative with purposeful pauses, direct headlines, and clear next steps.

A simple checklist I use with teams:
• Headline first, chart second
• One decision per slide
• Driver table before variance waterfall
• “What we’ll change” on the final page
• Rehearse answers to the five hardest questions you expect

Yes, I know, many of his craft weren't directly applicable to Finance

But the outcomes are transferable and learnable, and they work in finance

Let’s make our updates shorter, sharper, and more useful to the business

Steve Jobs 6 Rules of Presentation

I don't know if you know but I have a 𝗬𝗼𝘂𝘁𝘂𝗯𝗲 𝗰𝗵𝗮𝗻𝗻𝗲𝗹

It's not big yet but you'll learn a lot

Like the following

****
Before jumping to each video individually, make sure to subscribe to my page so you don't miss any video

https://lnkd.in/eDkW4xxC

****

1️⃣ Create the perfect PowerPoint slides

No matter what people say, 𝗣𝗼𝘄𝗲𝗿𝗣𝗼𝗶𝗻𝘁 is still the go-to resource if you want to share your findings in a presentation.

But most of them are BAD and that must stop. 

So in this video, I give all the best practices so your slides are clean, engaging and to the point

https://lnkd.in/eVPZdmKN

2️⃣ The ONLY 7 Charts You Need as a Finance Pro

There are hundreds of charts available 

But you only need 7 in Finance

Line, Bar, Pie (yes) or 𝘄𝗮𝘁𝗲𝗿𝗳𝗮𝗹𝗹 𝗰𝗵𝗮𝗿𝘁. Discover them with tips to make them crispy

https://lnkd.in/exbZmRXM

3️⃣ How to Write TOP Executive Summaries

You know beforehand that nobody is going to read the 30 slides you send as a pre-read

But what they would read is an 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗦𝘂𝗺𝗺𝗮𝗿𝘆

Learn what to include, how to structure it and save everybody some time

https://lnkd.in/eDcErvqF

4️⃣ How Great CFOs adapt to their audience

The best CFOs will treat differently the different meetings they attend

ExCo, Board, All-hands,....

They require a different strategy and I'm going to show you how

https://lnkd.in/eCpFtVbb

5️⃣ Will Avatars Change How CFOs Present The Results?

Every quarter, CFOs present the results to the rest of the company

But despite its importance, it's an exercise that's not so easy

Languages, time zones, cultural differences...

Why don't we test what an AI avatar can do? (and the problems that can come with it)

https://lnkd.in/evxc9eZv

6️⃣ Speak Finance That Connects (with Non-Finance)

It's not a secret: jargon is one of the main reasons why finance is so misunderstood

But it's not a fatality! We can make it understandable, engaging and even interesting

Let's learn to do that

https://lnkd.in/e5vAwy5D

-------------------------

Like I said, there are not a lot of videos today

But in 2026, I'm taking the challenge to produce at least 30 videos

So, if you value what I share with you, subscribe 😉

You won't be disappointed

Good Accounting + Good FP&A = Smooth Year-End Closing

Nothing revolutionary

But I’ve seen what happens when one of the two is missing

👎 As FP&A, closing the books myself because accounting was stuck in operational tasks
👍 As FP&A, walking into the closing meeting with one or two questions. And moving on.

Everything starts with accounting

When it’s shaky, FP&A spends the closing fixing numbers instead of using them

So if you’re a CFO, the priority is simple
Have a solid accounting setup

From what I’ve seen, the problem was rarely skills
Most teams knew their job

The issue was 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽
- Where accounting stops
- Where FP&A starts

Once that line is clear, the closing changes
- Numbers come with limited rework
- Analysis starts earlier
- Conversations move faster

You can optimise a closing in many ways

This one already does 75% of the job.

If you’ve seen other levers that really improved the closing process,
I’m curious to hear them 👇

2026 has already started and yet...
...I still look at 2025 to celebrate
- delivering 52 in-person workshops
- organising or simply giving 15 online trainings
- being invited to speak at 5 conferences
- travelling in 12 different countries for work

Those are numbers, but they mean much more

Year after year, this crazy bet I made to myself still makes sense

I wasn't tired of working in FP&A

But I felt that what I created was worth sharing

Sometimes, I doubt
- should I surf on the AI trend and talk about it?
- should I widen the horizon and be more general
- should I simply give up and work again in FP&A

But when the end of year arrives and that I see that I can fill my fridge with my passion

AND moreover that people are satisfied

I can't help but feel happy

Inmensely happy

There will be plenty of time to think about my objectives for 2026

But for now, just thinking that 2025 (like 2024 and 2023) has been good to me gives me good reasons to think 2026 will be great

And there is one thing I hope

It's that 2026 will be good to you too

Thank you for everything

Maybe you're already a great storyteller. Maybe not.

There are signs that indicate you're on the way

Not the kind HR puts in a framework
The kind you notice in meetings

You start with what changed in the business
You don’t use the same slide for the ExCo vs others
You show where things are going
You end your analysis with a choice to make.
You simplify until no one asks you to repeat yourself
You answer the question behind the question
You translate finance into a "common" language

None of this is directly linked to "storytelling" skills

If you think well, they just make someone decide faster

That’s the real difference between "inspiring" storytelling and "efficient" storytelling

And once you got that
your role changes

So does how people listen to you?

BEST OF 2025 - There are 100 charts available 📈

You only need 7 (pie charts are one of them) 

But I do not only name them

Find out which charts to use and understand 
- their goals
- the type of data you need to use
- the pros and cons of their usage
- the key considerations
- when to use (and when not)
- the best practices
- the main use cases

So before jumping on your Excel file to build them, here's some that you want to know

1. Bar/Column Charts: Although many purists would disapprove, for a limited time (like 12 months), they can represent time value. Combined with a line, they're super powerful to explain to show Actuals vs Budget

2. Line Charts: when you show a flow (over a year for example), they're particularly good to show trends. Another good point: you can put multiple lines on the same chart and still be readable.

3. Pie Charts: the little ugly duck of the charts. No one likes them (except me) despite their ease of use and global understanding. They're not good for everything, but they are, they are.

4. Scatter Plot: Not to use in a final presentation but rather as a backup or in a working session. From it, deduce the conclusions and tell them (otherwise, you'll lose everyone)

5. Speedometer Chart (or any indication actually): When you want to show a performance vs a comparative (budget, last year,...), they do the job. Today, cards are more often used.

6. Bullet Charts: if you have a target to reach (especially if the targets are different for each bar), bullet charts can be very efficient.

7. Waterfall: will I have to convince you again how much I love them. The only chart that could possibly tell a story on its own. Of course, make sure the categories are self-speaking enough and run away from the simple accounting categories.

Convinced this is helpful but don't have time now?
Save it 💾

7 Charts You Need in Finance

FP&A Professionals Institute

At FP&A Professionals Institute our mission is to help 1 million professionals upskill in Finance and FP&A. And we do that through books, webinars, workshops, courses and certifications.

FP&A Lead Faculty

FP&A Jobs

FP&AJobs.com is here to solve two growing problems:
🔹 FP&A professionals struggling to find relevant job opportunities
🔹 CFOs and finance leaders struggling to find the right FP&A talent

A curated job board dedicated to connecting high-quality FP&A and Finance professionals with their dream job. Whether you're a CFO hiring or finance professional job hunting, FPNAJobs.com bridges the gap between opportunity and expertise.

Founder

Udemy

Udemy Instructor

Coursera

I lead the FP&A function for India and APAC at Coursera for Consumer, Enterprise and Degrees.

FP&A Lead APAC and India

topmate.io

FP&A Mentor

Great Learning

Senior Manager  FP&A

Pfizer

Driving business performance by creating and tracking budgets, analyzing performance of Upjohn's (a Pfizer department) manufacturing plants, Supply Chain, HR, IT, Finance and Procurement departments.

FP&A Consultant

Masani & Associates

Managed Audit, GST and Income tax compliance for 50+SME businesses and  200+ Individual clients.

Audit and Tax Consultant

Citi

Responsible for budgeting and forecasting of Expenses for Cit's Credit Cards including Annual Operating Plan, Quarterly Outlooks, monthly Flash updates, closely tracking and commenting on actual v/s plan and forecast (managing a cost base of ~$1Bn).

Financial Planning and Analysis Manager

Worked as part of a diverse team, including regional, country, product finance and business owners. Responsible for budgeting and forecasting including Annual Operating Plan, Quarterly Outlooks, monthly Flash updates, closely tracking and commenting on actual v/s plan and forecast for Citi's Retail Bank department. Worked on projects like Customer segmentation, Growth room, War Room and Expense Optimization.

Financial Planning and Analysis Specialist

Responsible for planning, executing and concluding statutory and tax audits within specific deadlines for listed companies like ITD Cementation, Gammon India, India bulls Real Estate, and Bharat Hotels.Worked with other clients like Hiranandani Hospital, Toyo Engineering (Engineering and Consultancy), Van Oord and Boskalis (Dredging), Celebi Nas (Airport Ground Handling Services), Peri and Lords India (Manufacturing). Conducted Quarterly Limited reviews, Due diligence and certification work for several of the above clients. Collaborated closely with finance directors, CFO’s and audit committee members of several of the above clients. Was awarded an up-gradation from Intern to Executive before completion of the internship period (3yrs), after clearing CA final exams at the age of 22.

Audit Executive

Reporting to the Audit Managers. Evaluation ,Performing Test of Controls and Reporting on Internal control systems. Planning and Risk Identification while performing Audits.Compliance and Reporting as per the requirements of Financial Reporting Frameworks.Review of Corporate Governance Report and other Secretarial records.Preparation & Presentation of Overall Analysis & Review of the Income Statement & Balance-sheet.Audit of Financial Statements - B/s, P&L, Cash Flows and Notes to accounts. Performing Tax Audits as per The Income Tax Act. Preparing and issuing  Audit Report upon conclusion of audit of Financial Statements.

Audit Intern

On a Mission to Help 1M Finance pros Master FP&A skills | Author of All About FP&A | Building FP&A Professionals Institute

▶️ Follow me for new and interesting content on Finance and FP&A ▶️

Hi, I’m Asif, a Financial Planning and Analysis (FP&A) professional and an entrepreneur from heart.

I have 12+ years of experience in Financial Planning, Budgeting, Forecasting, Audit and Tax. I have worked with organizations like EY, Citi and Pfizer.

Professionally my interests lie in Financial Planning & Analysis (FP&A) and in my current role with Coursera, I'm responsible for Planning. Budgeting and Forecasting for India and APAC. 

In my previous FP&A roles at Citi, Pfizer and Great Learning I partnered with  finance and business leaders on various projects.

Before Citi, I worked with EY as an Audit Executive. I was responsible for planning, executing and concluding audits for listed companies.

This unique blend of experiences in FP&A and Audit, has allowed me to develop an holistic understanding of how businesses function.

Core expertise :
Financial Planning & Analysis (FP&A)
Budgeting
Financial Planning
Financial Forecasting
People Management
Management Reporting
Finance Business Partnering
Auditing
Taxation
Content Creation

To have a quick chat you can call me on +91 8097379663 or email me at asif.masani@gmail.com

Asif Masani

A little late, but sharing now it’s been some time since I moved to the UAE and took on the role of Program Director for CGFPA® - Certified Global FP&A Professional Certification at FP&A Professionals Institute.
The location has changed, but the focus remains the same: building practical, global-ready FP&A capability and helping 1 Million finance professionals upskill in Finance and FP&A worldwide.
A big shout-out to Dhawal Parvatikar for making this transition seamless.

Helping 1M Finance pros Master FP&A skills | FP&A Jobs | Director at FP&A Professionals Institute | Author of All About FP&A, From Accounting to FP&A and Data storytelling Playbook | Udemy Instructor

How would you decide which budgeting method to use for a fast-growing company versus a mature, stable one? FP&A Interview Question # 3 

There’s no one-size-fits-all method.
✅ Incremental when stability matters more than innovation.
✅ Activity-Based when every dollar needs to tie to outcomes.
✅ Zero-Based when you’re cutting fat and starting fresh.
✅ Rolling when agility is your competitive edge.
✅ Top-Down or Bottom-Up when culture defines your process.

The smartest FP&A leaders?
They blend these methods based on business pace, predictability, and control needs.

📊 Want to master the art of budgeting?
🎥 Watch the full video via the QR code in the post.

If you found this useful, 
Hit repost 🔁 so more finance pros can learn the difference 
-------------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Program Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

Budget vs Forecast
Most finance professionals confuse Budget vs Forecast.

👉 A budget is your destination plan. 
It sets targets, headcount, and costs months in advance. 
Static. 
Annual. 
A commitment.

👉 A forecast is real-time GPS. 
It adjusts when traffic, weather, or roadblocks change. 
Dynamic. 
Quarterly or monthly. 
Always updated.

Here’s the brutal truth:
😶‍🌫️ Rely only on budgets → you stick to outdated goals.
😒 Rely only on forecasts → you drift without direction.

The winners use both.
They set a destination (budget) and continuously adjust the route (forecast). 

That’s agility + accountability in action.

💡 Best practices?
- Use rolling forecasts
- Invest in FP&A tools
- Scenario plan for the unexpected

👉 Which do you rely on more in your role
Budget or Forecast? And why? 👇

If you found this useful, 
Hit repost 🔁 so more finance pros can learn the difference 
-------------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Program Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

I have compiled all of my FP&A swipe posts into one large document📜
⏬ Get the pdf version⏬:

https://lnkd.in/dBeEGgtC

Section 1: Budgeting and Forecasting
✳️ 5 Types of Financial Projections
✳️ 7 Common Approaches to budgeting
✳️ Budgeting Process in 7 Steps
✳️ Zero Based v/s Incremental Budgeting
✳️ Top Down v/s Bottoms up Forecasting
✳️ 8 Steps to Capital Budgeting
✳️ 3 Key Pain Points in Planning and Budgeting
✳️ 7 Qualities of a Good Forecast

Section 2 : Management Reporting
✳️ 7 Most Common FP&A Reports - Part 1
✳️ 7 Most Common FP&A Reports - Part 2
✳️ Variance Analysis - 3 Crucial Questions to ask?
✳️ 7 Qualities of a Good Management Report
✳️ 10 Ways to Analyze Data.
✳️ Common FP&A terms used in Management Reports.

Section 3 : Career​ in FP&A
✳️ Top 10 FP&A Skills
✳️ Finance Business Partner Roles​
✳️ 7 Common FP&A Interview Questions
✳️​ 5 Tips to Ace your FP&A Interview
✳️ Should I work in FP&A - Work life reality and Exposure

⏬ Get the pdf version⏬:
All About FP&A 2.0: https://lnkd.in/dBeEGgtC
------------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Program Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

All About FP&A 2.O

Top 12 Management reports

1⃣ Month end Reporting

Here the latest month actual are compared against Budget and the latest out with variance analysis, commentary and business recommendations.

2⃣ Quarterly Business Reviews (QBR)

During quarterly business reviews, top management examines progress metrics, and identifies adjustments that can be made based on previous quarters' performance.

3⃣ Plan Deck (Budget Deck)

An operating budget is prepared in advance of a reporting period as a goal or plan that the business expects to achieve in the next financial year.

4⃣ Latest Estimate/ Outlook Deck:

The latest period forecast is updated and compared against previous outlook and comments are made on what has changed from previous outlook.

5⃣ Flash Reporting:

It is a periodic snapshot of key financial and operational data.

Often, it is a one-page report that helps management assess the key performance indicators of the company.

6⃣ Balanced Scorecards

Evaluates performance of senior management not only through a finance perspective but also from perspectives of customers, Processes (Internal Process), & Employees (Learning & Growth).

7⃣ Risks & Opportunities

Risks can have a negative impact while opportunities can have a positive impact on the profitability, and financial position.

In this report all the risks and opportunities are listed along with the probability of its occurrence.

8⃣ Headcount Reporting

This is employee data presented in many ways.

For example, by the type of employment contract: permanent, fixed-term or temporary, by job titles and positions; Full-time or part-time, Location, Age, Gender, Tenure etc.

9⃣ Sales Pipeline Analysis

Pipeline Revenue is forecasted on the basis of the deal stage and probability of conversion and is usually tracked with the help of a CRM tool.

🔟 Adhoc reporting

One-time reports that help the senior management to answer critical business questions immediately by creating an autonomous report.

1⃣1⃣ Investor Presentations

These presentations are prepared for the earnings call.

They give analysts, current investors, and prospective investors a deeper dive into the company results, strategy and culture.

1⃣2⃣ KPI / OKR Reviews

KPIs refer to a set of quantifiable measurements used to gauge a company's overall long-term performance. OKR is a goal-setting framework for defining and tracking objectives and their outcomes.

What would you like to add?
Comments 👇👇
------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Program Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

After recording 100+ FP&A videos, 
we’ve now created a single playbook with 30+ of the most asked FP&A interview questions each paired with a scannable QR code which directs you to a video answer.

1. What is the Difference between Budget & Forecast?
2. What is Budgeting?
3. Explain the 7 Budgeting Methods
4. Traditional Budget vs Rolling Forecast
5. Can you Describe Zero-Based Budgeting (ZBB)?
6. What's the Difference between Top-Down vs Bottom-Up Budget?
7. Walk Me Through Annual Budget Process?
8. What’s the Difference Between Fixed and Flexible Budgets?
9. How Would You Update the Forecast Steps?
10. How Do You Handle Budget Variances?
11. What Are Common Forecasting Methods?
12. Why Do Budgets Fail?
13. What Are the Key Differences Between AOP and Budget?
14. Explain the Concept of Cash Forecast
15. Explain Driver-Based Forecasting
16. How Do You Keep Up with Industry Trends?
17. Walk Me Through Income Statement
18. Walk Me Through Balance Sheet of Your Company
19. Walk Me Through the Cash Flow Statement of Your Company
20. Top 3 Drivers of Your Company
21. Tell Me About a Time When Your Forecast Was Off
22. Difference Between Depreciation vs Amortization
23. EBITDA vs Operating vs Net Income
24. What is Working Capital?
25. Why Do You Want to Work in FP&A?
26. The Secret Formula to Nail “Tell Me About Yourself”
27. Four Questions to Ask Before You Walk Out of Your Next Interview
28. Why Do You Want to Work Here?
29. Tell Me About a Time When You Identified a Risk?
30. The Shocking Truth About Appraisals Nobody Tells You
31. What Are Your Salary Expectations?
32. How Do You Build Financial Models?
33. How do you deal with Forecast Uncertainties?
34. Tell Me About a Time Your Forecast Had an Impact on Business Decision?

👉 Get your free copy here: https://lnkd.in/dTAgzXau
💬 Comment: What FP&A questions would you like me to cover next?

🔁 Like Share and Repost this with your network if you find it useful and support what we’re building at FP&A Professionals Institute
------------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Program Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

FP&A interview Questions video guide

Most hospital FP&A teams are great at reporting costs.
Very few are driving better patient outcomes with their models. That’s the gap.

Hospitals operate at the intersection of clinical care, operations, and finance  and FP&A is the only function that sees all three.

But without the right KPIs, 
FP&A becomes a scorekeeper instead of a decision engine.

Every hospital runs on 5 core pillars:
 1. Patient intake & triage
 2. Diagnosis & treatment
 3. Inpatient care & bed management
 4. Support services
 5. Discharge & follow-up

In our latest article, we break down 15 hospital KPIs that FP&A leaders should care about because they directly connect:
 • Patient experience
 • Clinical quality
 • Operational flow
 • Workforce stability
 • Financial sustainability

To go deeper into how to track these KPIs, interpret them, and turn them into accurate forecasts, continue reading the full article ....

And if you want to build FP&A skills formally, the CGFPA® curriculum includes modules on KPI design, budgeting, management reporting, financial modelling, Scenario-based forecasting and more...

Link in the Comments below 👇 
-----------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

Hospitals operate at the intersection of clinical care, operations, and finance. The difference between a high-performing hospital and one that strugg

Open article: Top 15 Healthcare KPIs Every FP&A Leader Must Track by Asif Masani • 6 min read

Top 15 Healthcare KPIs Every FP&A Leader Must Track

Budgets go stale the moment the year begins. 
The best FP&A teams don’t wait 12 months to react they adjust continuously.

👉Here’s a simple visual you can share with your team 
to explain the shift from Traditional Budgeting to Rolling Forecasts.
-------------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Program Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

Every week we do two things at FP&A Professionals Institute to support ambitious finance professionals:
✅ Share a curated, verified list of FP&A & Finance roles. 
From Analyst to CFO across India and abroad
✅ Offer a few FREE 20-min FP&A career coaching session to help you plan your next big move. (Limited slots)

If your job feels stagnant, maybe it’s time to shake things up.
Let’s plan your next move. Just like I did a decade ago. 
Links in the Comments 👇 
------------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Program Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

FP&A Job report 7 Jan 2026

Most e-commerce teams are great at tracking sales and ad spends.
Very few can explain why growth stalls or where margin leaks happen.

Without the right KPIs, FP&A becomes a reporting function instead of a growth engine.

Every e-commerce business runs on 5 core stages:
1. Traffic generation
2. Website engagement
3. Purchase & checkout
4. Fulfilment & delivery
5. Retention & loyalty

In our latest article, we break down 15 e-commerce KPIs that FP&A leaders, founders, and growth teams should care about because they directly connect:
• Marketing efficiency
• Conversion and monetization
• Operational execution
• Customer experience
• Long-term profitability

These are the metrics that show:
– where clicks turn into revenue
– where carts are abandoned
– where fulfilment hurts repeat purchases
– and where LTV quietly erodes margins

To go deeper into how to track these KPIs, interpret them, and turn them into reliable forecasts, continue reading the full article.

And if you want to build FP&A skills formally, the CGFPA® curriculum includes modules on KPI design, budgeting, management reporting, financial modelling, scenario-based forecasting, and more. 
Link in the Comments below 👇 
-----------------------------------------------------------------------
I'm Asif Masani author of All About FP&A and From Accounting to FP&A
Director CGFPA® at FP&A Professionals Institute
On a mission to help 1M Finance Professionals master FP&A Skills.
Click my Name + Follow + 🔔
For FREE video content on FP&A Subscribe to our YouTube channel: https://lnkd.in/des-Fh8N

Some e-commerce brands grow predictably to eight figures while others struggle with rising ad costs, abandoned carts, and thinning margins. The differ

Open article: Top 15 E-Commerce KPIs FP&A Teams Must Track by Asif Masani • 6 min read

Top 15 E-Commerce KPIs FP&A Teams Must Track

My Topmate 2025 Recap
Looking back at 2025, I'm grateful for every conversation, every connection, 
and every moment of growth on topmate.io.

Here's my year in review
- 150+ Conversations (100+ Hours)
- Across 54 Cities and 4 different continents
- 4.9/5 Ratings
- Among top 0.1% Creators

The numbers tell a story, but the real impact goes far beyond stats.
Thank you for being part of this journey! #topmate2025recap

Join me & Dhawal Parvatikar this Thursday, as FP&A Professionals Institute presents an exclusive webinar on '9 Key FP&A Functions.​,' designed for professionals 

We'll cover insights and practical cases on budgeting, forecasting, management reporting, data storytelling, and other related topics.
​
​Join the FREE webinar and take your FP&A Career Path to the next level.

Session Agenda:
​
❇️ The Strategic Role of FP&A in Business Success
❇️ How Budgeting and Forecasting Shape Long-Term Financial Strategy
Transforming Data into Actionable Insights
❇️ Using Data Storytelling to make financial insights more compelling and              accessible
❇️ Enhancing Business Partnerships through FP&A​


 Date: 8th Jan 2025, Thursday​
 Time: 09:00 PM IST

Register Now: https://lnkd.in/djYAKkmT

Not sure if you can make it live? 
Register to receive the recording.
​

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