SouFBP

I can help Finance Teams  train their storytelling and presentation skills

Thanks to a wisely crafted training program, your FP&A team can learn how to
- prepare their message: get the main insight from their analysis
- prepare the story: use a framework to deliver a clear and convincing story
- prepare their visuals: learn design techniques and tools to build clean slides and graphs
- prepare themselves: master the delivery of a presentation and switch to discussion facilitator when needed

Founder

Proximus

Responsible of Strategic Finance for the Consumer Business Unit, I helped
- building our 5 years strategic plan
- designing key objectives in our priorities: Fiber, 5G, market share
- working on innovative projects (eHealth, eEducation,...)

All that with transversal teams composed of Finance, Marketing, Sales and Strategic advisors

Finance Manager Strategic Projects CBU

	Budgeting and Forecasting (Short to Long Term): new modelization including business assumptions
	Monthly Reporting and Variance Analysis vs Budget/Forecast/Last Year
	Assistance and review of Business Cases (New product Launch, Investments,…)
	Business Strategic KPI’s Settings and Follow up 
	Development of Automatic and Comprehensive Reports (usable for all Stakeholders)

Finance Business Partner EBU Mobile at Proximus

Deloitte Belgium

Manager

Leisure and Travel Industry (Zwijnaarde): Business Controller
Plastics Manufacturing (Kontich): Cost Controller
Leisure and Hotels (Brussels): Financial Controller
Gas (Vilvoorde): Financial Professional
Manufacturing (Aalst): Treasury Officer
Consultancy (Diegem): Treasury Responsible

Experienced Senior

Groupe Vlan

•	Follow-up of general costs and production costs (printing, paper, set up and distribution)
•	Follow-up of commissions charged and turnover granted by national advertising distributor
•	Monthly analysis of reportings per product (titles)
•	Follow-up of legal updates (Accounting Law, Corporate Law, Taxes,…)
•	Participation to yearly budgets 
•	Setting up of Closing Procedures
•	One-off requests (Business Object queries, financial calculations,…)

Financial Controller

PricewaterhouseCoopers

•	Industry department: Main Clients: Sodexo Pass Belgium, Bosch, European Air Transport (DHL), Pharma Belgium,…
•	Organisation of audit engagements as in-charge and coach of junior members
•	Specialised in revenue recognition of services companies
•	Assignments both in French and in Dutch

Senior Auditor

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

𝗕𝗿𝗶𝗱𝗴𝗲 𝘁𝗵𝗲 𝗴𝗮𝗽 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀

As the leader of The Finance Circle, I am passionate about transforming the role of finance professionals into strategic business partners. 

With over a decade of experience in corporate finance, I specialize in bridging the gap between technical expertise and essential soft skills. 

My mission is to empower finance teams with advanced financial modeling, FP&A tools, and statistical forecasting techniques, while also emphasizing business acumen, communication, storytelling, and leadership.

At The Finance Circle, we offer tailored training programs that cater to both large teams and individuals. 

Our initiatives, including the Financial Storytelling Program, are designed to enhance your team's ability to influence and drive business success. 

Our approach has been trusted by leading organizations, and we continue to make a significant impact through workshops, speeches, and personalized coaching sessions.


Key Trainings:

- Financial Storytelling Program / The Finance Stage: Learn Storytelling for Finance
- The Finance Copilot: Make your Finance Team a real Business Partner
- The Finance Window: Finance for Non-Finance Teams
- Slides and Visuals Design: Learn how to use Excel and PowerPoint to build your slides

Soufyan Hamid

A great slide does 3 things:
1️⃣ It’s quick to read
2️⃣ It’s easy to trust
3️⃣ And it stays in your mind

But when I look at the first draft of the finance teams who follow my program, most miss all 3

Too many look like dashboards: typical information overload to make sure we don't miss anything

The result is that it IS exhausting for most people

But did you know that part of this is not even due to the quantity of information that is shared?

Design matters in slides as much as the way you prepare your meal on a plate

So, no matter how good your insights are, if you want to get the attention of your audience, here's how:

✅ Consistency
Keep the same layouts, fonts, and titles
Your audience shouldn’t have to solve a puzzle at every slide

✅ Balance
Distribute text, visuals, and white space evenly
A slide has a center, so start from it

✅ Contrast
Guide the eye
Use color, bold text, or shape to highlight what matters

✅ White space
The human eyes need space to digest
If everything is important, nothing is important

✅ Pattern
Follow a simple layout logic
It helps people navigate faster and remember more

✅ Hierarchy
Start with the message
Then show the data that proves it

✅ Simplicity
It's not only a question of style, but of acceptance
If it takes 30 seconds to understand, it’s too slow

✅ Alignment
Even one misaligned box changes perception
And trust me, perception is everything

✅ Variety
Choose visuals that serve your point
Sometimes a simple table has more effect than a chart

Remember: your slide isn’t there to contain everything you know

This part is the backend

But making sure the message is heard, understood and acted upon is the ultimate goal

If you had to choose, which of these principles is the one you struggle the most with?

I trained 1.235 Finance Pros in Storytelling | EMBA Lecturer | Keynote Speaker

Every week in my training, we do the same exercise: actuals < budget

And 80% of the room says, “The budget is wrong” or “Finance made a mistake”

I know, I speak of my “Finance for Non-Finance” training and we cannot expect everyone to be fair to our work, but there is a thing to learn here

Budgets and forecasts are tools to discuss drivers that haven’t happened yet

When there’s a variance, our assumptions are to be checked

Which one slipped?
- Volume we expected but didn’t convert
- Price we thought we could hold
- Mix that shifted
- Timing that moved
- Capacity or productivity that never showed up

Assumptions must be co-owned

Sales, product, ops, finance ... we build them together.

And yes, they’re often stretched. That’s fine

But once they’re in the system, we accept them as the basis for execution

If reality disagrees, we don’t blame “the budget.” We revisit the thinking, update the driver, and learn

Next time you see a gap, ask:
- Which assumption broke?
- What changed in the market or in behavior?
- Who owns the driver?
- What are we changing now?

Don’t shoot the forecast
Fix the assumptions

That’s how finance becomes a partner in decisions

Most people expect answers from FP&A

What if leadership was more about the questions

If you want Monday to feel different, cross the gap:

•  Shape the question before it’s asked. Don’t wait for a request and frame the discussion
• Model to support a decision (so think of it first)
• Explain variance by what happens next
• Design every slide to play with consequences
• Set the agenda early and bring scenarios
• Create ownership in others
• Get alignment in advance
• Challenge the business model
• Be the thought partner they call first
• Earn your seat in strategic conversations by being relevant

The truth is simple: technical skill is the base

What moves you forward is mixing business with finance, helping the company choose, and challenging the status quo

Useful > Accurate

Read this today but what I want from you on Monday: 

Pick one shift, one meeting, one decision

...and work on it 

Because your career depends more on the steps you take than on the choices that are made for you

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 Presentations — Applied in FP&A

Control is an illusion in Finance

Focus where it actually counts 🎯

There are tons of things you can't change as a CFO 
- Market changes (who could have guessed today)
- Political decisions (we know about that in 2025)
- The mood of a board member (I hope you can't)

Of course, that doesn't mean you have to see things coming

I plan for it, then I put my energy here:
• How I simplify complex stuff
• My confidence and consistency
• The tools I choose to make ideas land
• The link to purpose, priorities, and next steps
• The story that is tailored to who you have in front
• Human insight leaders can act on (with info they get)
• My integrity in presenting facts and context (no cheating)
• My understanding of what the audience actually cares about

This is the work

Even if you predict, you can't control all reactions

Building a story that travels well enough to survive them

Whatever it is: month-end, QBRs or Earnings prep

Discipline and integrity are what you control

Let the uncontrollables be uncontrollable

What are you putting in your circle of control this week?

You open Excel

There are hundreds of chart options

And somehow… none of them look right

We’ve all been there: you try one, then another, then tweak the colors…

...and twenty minutes later, you still have a chart that no one understands

I know it hurts, but you need to hear this:

You don't need 100 charts in Finance
You only need 7

7 charts that, when used and designed properly, can explain 95% of what we do in FP&A

And the problem is that most people don’t use them right

They let Excel decide the colors, keep the gridlines, and end up with visuals that confuse instead of clarify

In my new video, I’ll show you:
👉 The 7 charts every finance professional should master
👉 When to use each one (and when not to)
👉 And how to design them beautifully in Excel

🎥 Watch it here → https://lnkd.in/edyBbmqZ

Because charts are like jokes

If you need to explain them, they're probably not so good

Story first then charts

But most experts will give "exploratory" tips

While I want you to also think "design"

Because most “default” Excel charts are...

...how can I put this delicately: UGLY

They mix weird colors
They hide the message
They feel designs from the 90s

The problem is that it costs attention, credibility and time

But no, I won't tell you that you need a new tool for that

You just need a better way to use the one we all open every day

Here’s the bar I set when I build finance charts in Excel:
• Use the company palette so people recognize the story as ours
• Remove decoration that doesn’t inform: borders, gridlines, clutter
• Put the message on the chart, an idea, a headline
• One idea per visual

A few small moves change everything:

📈 Line charts
• Smooth the line (it's more pleasant)
• Adjust the y-axis bounds if it helps the point land clearly

📊 Bar charts
• Set gap width to roughly three quarters so the bars breathe and read fast.
• Add data labels and simplify the axis so the eye doesn’t work twice.

🥧 Pie charts
• Keep it simple, use “inside” labels, and let the colors carry the logic
• Don't listen to the haters: they're great too

🫗Waterfalls
• Build them clean so drivers read in order and the labels come from your story
• Avoid the famous "connectors" 😣

Most finance teams still live in Excel and that’s fine

What matters is how intentional you are with the design

🎥 Yesterday I published a new video where I walk through, step by step, the best practices for seven charts every finance team needs

Go have a look, then share it with someone who needs help

 Steps to Creating the Perfect Finance Chart

I still remember the day my CFO said I sucked at presenting

Not exactly formulated like that but I took it personally

Not because he was wrong...
...but because he was right

My slides were good (and so was the design) 

And the analysis behind was impeccable 

But there was no story, no structure, no point

Which made it so that no one understood and remembered it

That day, I decided to prove him wrong

I studied how people listen

I learned how to build tension, simplify insights, and land a message that sticks

I practiced. A lot.

Until one day, people stopped seeing me as “the finance guy with slides”

They started asking me to teach what I was doing differently

That moment changed everything

Today, I help finance teams across Singapore, the US, Europe, and Africa tell stories that move business forward

And I speak in front of hundreds of finance professionals who share the same challenge I once had

And the same determination to overcome it

Because here’s what I’ve learned along the way:
- Being susceptible is not a weakness. It can be your fuel
- There’s nothing in the world that can’t be trained
- Sometimes, one harsh comment is all it takes to start your whole journey

You just need to listen, and decide what you’ll do with it

The best strategy is one your team can actually execute

It’s easy to hear that and think:

“So… let’s aim low”

But that’s not what I mean with that

There is a difference between "easy" and "achievable"

Looking for "achievable" is what I recommend because I know that, little by little, the results are more sustainable and move people in the same direction

The proof is that I’ve seen it often when discussing budgets with teams

When a target is difficult, people sigh, maybe whisper a bit… but they get to work

When it’s impossible, that spark disappears

Because people we work with can tell the difference between hard and hopeless

I'm certainly not the one who will allow sandbagging (my ex-colleagues will confirm that) in a budget/forecast process

But if you have to choose, go for the high but realistic path

One that searches for your team's performance without breaking them

Ambition is giving people the belief (and the means) to make progress

If people don't understand Finance, it's our fault

Because they DO want to understand

But the problem is that we limit the education to 
- T-shaped balance sheet (they never see that)
- Debits and credits (they never book anything)
- Examples of a grocery store (they work in big corporates)

Somehow, it's normal to find our colleagues lost in finance

But it doesn't have to be like that

Because we need the rest of the company to
- understand our reports
- extract observations and analyse
- participate to budget/forecast exercises
- make decisions based on financial outcome

That's how I thought my "Finance for Non-Financials" course

Roles in which Non-Finance people have a real impact

And to do so, the training is
1️⃣ Tailored: I'm not speaking of a SaaS to a Manufacturer
2️⃣ Active: Adults don't want to be back at the university bench
3️⃣ Engaging: People take a full day off their work, and I respect that

Dounia said it herself: these 6 hours are probably the most well invested in training for years

And I'm not done with it!

In the next year, I want to train at least 1.000 more people to understand and use Finance in their jobs

So, my fellow finance leaders, if you want your colleagues to finally understand finance in your company

➡️ Contact me 😉

In any career, there are boosters and traps

If you want to be tactical, be intentional about these

Careers in FP&A accelerate when you treat them like a roadmap

You identify the boosters, avoid the potholes, and drive with intent every week

Promotions tend to follow momentum

Here are ten tactical choices that build momentum.

1️⃣ Combine output with ease

Deliver what you promised and make collaboration smooth. The fastest way to gain trust is to hit deadlines while removing friction from meetings and handoffs

Obstacle to avoid: smart work that feels heavy to everyone else

2️⃣ Own your market value

Keep a running log of wins that tie to concrete results. I tracked cycle time reduced, forecast accuracy gained, and the margin moves my team enabled.

Obstacle to avoid: thinking people will notice your work

3️⃣ Be selective with effort

Choose problems that matter to the P&L (and cash-flow). No one expects you to be an expert in everything.

Obstacle to avoid: perfect outputs on low-value questions

4️⃣ Layer capabilities

Numbers first, then data modeling, then communication, then influence. There is no point in becoming a storyteller if your input is a mess.

Obstacle to avoid: trying to go directly to the top of the pyramid

5️⃣ Manage stakeholders upward

Great CFO updates are short and sharp. What was requested, what changed, the decision needed, and the risk if we wait. No suspense. Clean choices.

Obstacle to avoid: status for the sake of status

6️⃣ Lean into your edge

Maybe you see patterns in messy data. Maybe you stay calm in tense reviews. Double down on what makes you distinct because distinct sticks.

Obstacle to avoid: trying to be great at everything

7️⃣ Stay out of noise

Complaint threads drain credibility. Energy spent on solutions builds it.

Obstacle to avoid: the coffee machine's negative chit-chat

8️⃣ Protect mental clarity

Close is a marathon each month. Sleep, boundaries, and clean files keep judgment sharp. Foggy brains miss the quiet risks.

Obstacle to avoid: treating heroics as a plan

9️⃣ Make people feel seen

Great analysts learn the field reality before they challenge the plan. Sales and Ops follow people who respect their constraints.

Obstacle to avoid: drive-by finance

🔟 Invest in others

Your legacy is the careers you help lift. When your team grows, so do you.

Obstacle to avoid: direct all attention to you

I know some of these look selfish or even Machiavellian

But if you want your career to depend on no one else but you, you will have to deal with them

So for this week, ask yourself: which area should I turn into a differentiating edge?

I built a CFO clone to present in my place

Should you?

Quarterly town halls are where momentum is made… and lost

People drop off after 30 seconds of "underlying result", "EBITDA" and other "Guidance" stuff

Sometimes, it's due to education, others to simple language differences (try motivating people in Madrid when you speak in English)

Yes, I could learn the 12 languages of my group, but that would take some time. 

So I tried something different: a HeyGen avatar of me delivering the same message in multiple languages and a consistent tone

It's a new way of thinking your all-hands presentations if your group is split into different regions and time zones

But if this is feasible, it’s also a risk

Deepfakes, impersonation, “urgent transfer” scams

I couldn't simply show you the trick without warning of the risks...and exploring solutions

In the new video, I show:
👉 When an avatar helps for quarterly results (and when it shouldn’t)
👉 Step-by-step build: avatar, voice, script, scenes, languages
👉 The guardrails every finance team needs

🎥 Watch it → https://lnkd.in/gnDnnVzs

Tried avatars already? Powerful, weird… both?

Tell me how it felt (and what you’d want me to test next)

You know that moment in a meeting when you’re explaining a number…

and you see eyes glazing over?

That’s the exact second Finance loses the room

And it happens to smart people: because we confuse “being clear” with “being precise”

But here’s what I’ve learned after four years of teaching non-finance people about finance

👉 When we’re not understood, it’s because we don’t want to be understood

Non-finance colleagues are ready to learn
They want to understand.
They just don’t want a lecture.

In my new video, I break down how to speak finance so business people actually listen

An this, without dumbing it down, and without losing yourself in the process

🎥 Watch it here → https://lnkd.in/eKg_fUat

That’s the difference between being the finance person who reports numbers…

...and the one people call before they make decisions.

26% of finance pros regularly use AI in their job

That's better than LY but that means 74% are missing something

🚨 And tomorrow 28/10 at 5PM CET, you can learn about this in Nicolas Boucher's free webinar "How to Become an AI CFO" (register here https://lnkd.in/eARHiA9g)

Because AI won't solve every problem, and certainly not the most important ones in your job

But it will help you with these common issues
- lack of time
- lack of a clear structure
- lack of presentation skills

Last week, I showed what could be done at a conference in Amsterdam and even did a masterclass for the AI Finance Club beginning of this month

I can't remember such a surprise when the audience saw what could be done with tools you use every day

So, if you want to use your time efficiently as a Finance Business Partner

Come to the free "How to Become an AI CFO" webinar

📅 Tuesday, Oct 28
🕔 5PM CEST | 12PM ET
🔗 Register here https://lnkd.in/eARHiA9g

I'll be there

Will you?

---------

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

In the real world, “storyteller” means everything and nothing at the same time. 

I’ve been 
- the FP&A lead who wrote the board narrative at 2 a.m.
- the controller who had to explain a variance clearly
- and the guy in the room when sales and marketing could not agree 

The story changes shape every time, because the need changes

Some days you are the Architect
You design the structure of the story, following who will hear it and the amount of information you have

Other days you are the Translator
You make sure that everyone will understand, from the call center operator to the director

You become the Connector
You link numbers to people so they see how their real-life is impacted

You step in as the Strategist
You shape direction with a clear “what changed, why, what next”, just like an internal super consultant

Sometimes, you roll up sleeves as the Builder
You turn insights into plans, owners, and dates so someone takes accountability

And many more roles

That’s why “storyteller” is not a skill but a chameleon skill set

I don't know if I can count myself as one of them, but the best finance leaders I’ve worked with swap roles without ego 

So, if you lead a finance team, build this range. 

Hire for it
Coach it
Reward it

Because the right story, in the right role, at the right moment, moves the business.

Which role did you play this week?

Chris Ortega

Fresh FP&A

As a seasoned fractional CFO with over two decades experience, I lead fractional CFO services at Fresh FP&A 👉🏾 www.freshfpa.com

We help small-medium businesses (SMBs) with $1M to $70M in revenue grow with financial clarity and confidence. 

We help SMBs:

➡️ Navigate financial complexities

➡️ Improve financial predictability

➡️ Alleviate financial pain associated with business growth. 

We offer SMB CEOs, Owners and Founders:

✅ Fractional CFO Services: Customized CFO solutions aimed for growing SMBs. 

✅ Strategic Financial Leadership: Expert CFO leadership supporting SMBs growth.

✅ Grow & Expand Your Business: Comprehensive financial roadmap serving SMBs growth.

✅ Advisory Services: Gain insights to make better finance decisions toward profitable growth. 

Gain Financial Clarity to Grow Your Business NOW!

Schedule Your Free Consultation 👉🏾 www.tiny.cc/FreshStart

Visit Our Website 👉🏾 www.freshfpa.com

#finance #fpa #fpanda #cfo #ceo #owner #founder #fractionalcfo #virtualcfo #freshfpa #leadership #partner #business #growth #fractionalcfoservices

Fractional CFO

Fresh FP&A (www.freshfpa.com) provides expert fractional CFO and advisory services for growing SMBs (small to medium businesses) seeking financial clarity & confidence.  

Our team of seasoned finance professionals brings extensive experience in financial planning & analysis (FP&A), strategic planning, and financial leadership. 

We're problem-solvers, strategists, and detail-oriented with a proven track record of growing finance organizations for Seed to Enterprise companies, both domestic and multinational.

𝗛𝗼𝘄 𝗪𝗲 𝗦𝗲𝗿𝘃𝗲 𝗖𝗘𝗢'𝘀, 𝗢𝘄𝗻𝗲𝗿𝘀 𝗮𝗻𝗱 𝗙𝗼𝘂𝗻𝗱𝗲𝗿𝘀:
• Fractional CFO Services
• Strategic Financial Leadership
• Business Growth and Expansion
• Advisory Services

Lead with Financial Confidence! Free Consultation 👉🏾 www.tiny.cc/FreshStart

Visit Our Website 👉🏾 www.freshfpa.com

#finance #fpa #fpanda #cfo #ceo #owner #founder #fractionalcfo #virtualcfo #freshfpa #leadership #partner #business #growth #fractionalcfoservices

Chief Executive Officer

Unsupervised

Responsibilities:
• Led Finance organization for the company and evaluate of merger & acquisition target companies
• Assisted with pivot on GTM and sustainable long term financial model
• Serve and support tactical operational transition
• Strategic Led of NetSuite ERP implementation

VP of Finance

Emarsys

Responsibilities: 
•	Leading Global FP&A, finance, and strategic operations (AMER, EMEA & APAC).
•	Create and maintain relationships with service providers, contractors and strategic partners including banking institutions, external accountants and other providers.  
•	Leading Global Finance & FP&A PMI work streams for SAP acquisition and America's due diligence process.

Emarsys acquired by SAP, SE in November 2020.  

Responsibilities: 
•	Responsible for FP&A, finance, and accounting America's operations (US & LATAM) including budget & forecast planning, financial reporting, financial analysis, AR, AP, month end close, revenue management and cash flow optimization.
•	Leading America's accounting & finance team (2 direct reports) 
•	Create and maintain relationships with service providers, contractors and strategic partners including banking institutions, external accountants and other providers.

Director of Finance, America's

Responsibilities:
•	Accountable for building and shaping finance operations in scaling & high growth US market.  
•	Play a key financial leadership role in people, process and technology initiatives & operations   
•	Deliver financial & strategic results by assisting sales, marketing, customer success and other functional areas.  

Key Accomplishments:
•	Successfully trained, implemented and introduced Oracle Fusion global accounting software solution to US market.  US market was the first to implement Oracle Fusion solution. 
•	Implemented & Introduced Power BI dashboards to measure lagging and leading KPI's for America's business resulted in better tracking & transparency into company performance. 
•	Grew US accounting & finance team from 1 to 3 people by hiring high potential and performance team members. 
•	Secured $1.2M leasing line for first US data center expansion thereby resulting expanding IT infrastructure for continuing traction in US market.

Senior Finance Manager

WebLink International

Weblink International acquired by MemberClicks in November 2017. 

Responsibilities:
•	Responsible for full accounting & finance operations including Accounts payable, Accounts receivable, internal & external financial reporting, budget/planning, financial analysis, and month end close.
•	Own annual budget and planning process also weekly/monthly/quarterly performance against budget and forecast.
•	Collaborate with operational leaders to provide business guidance and strategic direction.
•	Accountable for career development and direction of 2 direct reports and indirecting supervision of external accounting manager.

Key Accomplishments:
•	Achieved <90% forecasting accuracy in cash receipts and disbursement planning for last 15 months.
•	Assisted in closing two series B investment rounds producing $300K and $500K of equity capital.
•	Planned and Implemented Office 365 Migration for entire organization in 2 days.
•	Partnered with Sales & Marketing to develop new sales pipeline analysis and reporting for measuring future KPI performance.

Manager Financial Planning and Analysis

Responsibilities:
•	Built, maintained or improved existing weekly/quarterly forecasting cycles for various key areas of the business such as Leads, Sales and Cash.
•	Drove improvements in sales and lead coverage through lead and rep performance analytics.
•	Developed, documented and managed the company pricing models for all product lines.
•	Worked in partnership with marketing and sales teams to identify and quantify market opportunities and perform supporting cost/benefit analyses.

Key Accomplishments:
•	Planned and Worked with Executive Team to produce first 3 Year Strategic Business Plan.
•	Established new monthly business review presentation for entire company used in 2014 and forward.
•	Guided record year in cash collections with $6.8M which was strongest performance in company's history.
•	Designed new metrics reporting into sales opportunities, leads flow and throughput which resulted in reducing sales cycle from 180 to 120 days.

Senior Financial Analyst

Covance

Covance acquired by LabCorp in November 2014.

Responsibilities:
•	Primary financial partner for Global Laboratory Services, Global Operations, and Global Commercial Services.
•	Synchronized annual budgeting and monthly forecasting process; develop operating models to ensure compliance with company’s financial goals.
•	Delivered continuous improvement initiatives by leveraging technology and eliminating unnecessary reporting and processes in partnership with the Headquarter Corporate Finance team. 
•	Global financial lead analyst for Indianapolis, Geneva, Shanghai, Singapore, and Tokyo operating units.

Key Accomplishments:
•	Oversaw budgets for Global Laboratory Services, Global Operations, and Global Commercial Services with budgets of $50M, $20M, and $8M respectively. 
•	Adopted Oracle Hyperion Smart-View plugin with help reduced developing 12 month rolling estimate forecasting from 6 to 2 days.
•	Financial partner in process excellence initiatives for Global Laboratory Services that resulted in $1.2M in annual P&L savings.

Responsibilities:
•	Effectively controlled monthly review of capital expenditures, including coordination of periodic reviews of major projects and for post project analysis of key historic project spending.
•	Future financial forecasting and strategic planning for Information Technology ($60M) and  Human Resources ($8M).
•	Ad-hoc analysis and extensive financial modeling for executive management in IT, HR, Sales, Marketing, and Commercial Development.
•	Created and monitored financial forecasts and budgets based on current and proposed business plans and alerts management to potential concerns and/or opportunities for improvement.

Key Accomplishments:
•	Monitored capital expenditure budget of $25M for 5 Global Operational Units (Indianapolis, Geneva, Shanghai, Singapore, and Tokyo).
•	Created new commission reporting tool that managed over $2M in annual commission amounts which included five currencies (JPY, SGD, CHF, EUR, and USD). 
•	Active contributor in Kaizen for month end close process which resulted in reducing month end close timeline from 8 to 4 business days.

Financial Analyst

ChaCha

ChaCha discontinued operations in December 2016.

Responsibilities:
•	Supervised all aspects of monthly, quarterly and yearly financial accounting and finance procedures including month end close, financial reporting, reconciliations, accounts receivable invoicing, customer collections, accounts payable processing, operating spending, and cash management.
•	Constructed new reporting package tracking key cash measurements such as cash burn, discretionary and non-discretionary outflows, and cash inflows by revenue line.
•	Supported executive leadership in preparing investment materials such as presentations, transaction, voting and right agreements. 
•	Managed 1 staff accountant and 1 operational support resource.

Key Achievements:
•	Designed new monthly executive report to monitor key performance indicators should as cash burn, profitability, and contractor retention.
•	Actively engaged in two investment rounds (Series D & E) yielding $15M in equity capital to fund future expansion operations.
•	Directed team cash receipts efforts to collect over $4.3M in 2010 which reduced DSO from 60 to 36 days.

Accounting Manager

Responsibilities:
•	Performed daily accounting and finance procedures including maintaining accounts payable, account receivable invoicing, sales reps commission, financial reporting, and cash flow management.
•	Prepared GAAP financial statements, monthly departmental financial reports, balance sheet reconciliations, budget versus actual variance analysis, and departmental forecasting.
•	Assisted Controller & CFO in preparing quarterly investor financial, business presentations and managerial finance reporting. 
•	Led external and internal audit process and provided all necessary worksheets/data to minimize billable hours.

Key Accomplishments:
•	Implemented new 1099 tax document preparation software, which issued over 5K contractor tax documents yielding 30% cost savings from prior year.
•	Documented and implemented over +10 processes ranging from invoicing methods to product development project prioritization.
•	Created six new reports focused on business development, revenue tracking, and expenses in NetSuite.

Senior Financial Accountant

Ernst & Young, LLP

•	Conducted Sarbanes-Oxley (SOX) procedures related to process documentation, testing of controls, and process walkthroughs to conclude on the adequacy and effectiveness of company’s internal control environment. 
•	Executed audits and quarterly reviews for SEC and Non-SEC clients in manufacturing (NIBCO), real estate (Simon Property Group), and healthcare industries (Eli Lilly & Company, and Ascension Health) to ensure accuracy and completeness of financial statements.
•	Worked closely with key financial and management personnel to maintain agreed upon timeliness, discuss, and resolve key technical matters and present observations for areas of improvement.
•	Applied budgeting, planning, financial analysis, and performing audit procedures for balance sheet and income statement accounts in accordance with US GAAP and GAAS standards.

Ernst & Young

* Perform quarterly review of accounts and Sarbanes Oxley walkthroughs/testing
* Assist in audit planning, preparation and risk management assessment of internal control environment 
* Organize and participate in internship project focused on manufacturing process improvement

Audit Intern

Fractional CFO 🔥 Finance Influencer | Entrepreneur | Founder | Strategic Advisor | Business Partner | Disruptor | Finance, FP&A & CFO Thought Leader ✉: ceo@freshfpa.com

I’m Chris E. Ortega, the CEO at Fresh FP&A, a fractional CFO and advisory services company that I founded after over two decades of finance experience. 

We help growing small to medium businesses (SMBs) with $1M to $70M in revenue:

➡️ Navigate financial complexities

➡️ Improve financial predictability

➡️ Achieve strategic growth 

We're experienced in helping SMBs grow from seed to enterprise stage, both domestically and internationally. We're problem solvers, strategists, and detail-oriented, and we're passionate about helping SMBs grow with financial clarity & confidence.

We offer SMB CEOs, Owners & Founders:

✅ Fractional CFO Services

✅ Financial Leadership and Strategic Planning

✅ Business Growth and Expansion

✅ Advisory Services

My 𝗪𝗛𝗬:  To be the best Chris E. Ortega (CEO) personally and professionally. 

My 𝗣𝗨𝗥𝗣𝗢𝗦𝗘:  To use my passions, skills, talents, and experiences to help others realize & achieve greatness.

If you're ready to grow with financial clarity and confidence? 

Schedule your free consultation 👉🏾 www.tiny.cc/FreshStart

To learn more about Fresh FP&A: 

Visit Our Website 👉🏾 visit www.freshfpa.com. 

#freshCFO #finance #fpa #fpanda #finance #CFO #business #strategy #fractionalcfo #vCFO #freshfpa #leadership #virtualcfo #ceo #owner #founder #fractionalcfoservices

Fresh FP&A (www.freshfpa.com) provides expert fractional CFO and advisory services for SMBs (small to medium sized businesses) seeking financial clarity & growth.  Our team of seasoned finance professionals brings extensive experience in financial planning & analysis (FP&A), strategic planning, and financial leadership. We're problem-solvers, strategists, and detail-oriented with a proven track record of growing finance organizations for Seed to Enterprise companies, both domestic and multinational.

𝗛𝗼𝘄 𝗪𝗲 𝗦𝗲𝗿𝘃𝗲 𝗖𝗘𝗢'𝘀, 𝗢𝘄𝗻𝗲𝗿𝘀 𝗮𝗻𝗱 𝗙𝗼𝘂𝗻𝗱𝗲𝗿𝘀:
• Fractional CFO Services
• Strategic Financial Leadership
• Business Growth and Expansion
• Advisory Services

Lead with Financial Confidence! Free Consultation ☝️ (Click "Book an appointment" above) 

#finance #fpa #fpanda #cfo #ceo #owner #founder #fractionalcfo #virtualcfo #freshfpa #leadership #partner #business #growth

We Are Still Here. Still Building. Still Growing....

I finally made it back to the gym after what felt like a lifetime.

Between major life changes, business growth, and honestly life, going to the gym slipped down on my priority list.

As I walked in today, one of the regulars, someone who’s seen me grind over the years looked over & said:

➡️ “Chris, I haven’t seen you here in a while. Everything ok? You ok?"

We talked about life, business, the ups/downs, the wins/losses and the weight of it all.

After listening, he said something that hit me square in the chest:

➡️ “Chris, you’re still here which means there’s more impact to make, people to help, and value to provide. So do it.”

That moment reminded me of something powerful:

➡️ Confidence doesn’t come from having everything perfect. It comes from showing up again & again even after setbacks.

That’s the same principle we bring at Fresh FP&A.

We help small-medium sized businesses (SMBs) grow with financial clarity & confidence because when you understand your finances then: 

✔️ You make decisions with purpose.
✔️ You lead with conviction.
✔️ You keep showing up even when things get hard.

So whether it’s the gym, your business, or your next big decision… remember:

You’re still here.
You’ve still got an impact to make.
More value to create 
So, Keep going. 💪

#SMBFinance #FinancialClarity #FractionalCFO #Leadership #FreshFPA

Fractional CFO & Advisory for Small Businesses | Profitable Growth, Cash Flow Management & Financial Strategy | FP&A & Finance Expert | SMB Growth Partner | Owner, Founder & CEO @Fresh FP&A

🛑 SMBs Stop! If your 2026 #budget is just 'last year’s numbers + 5%', you’re setting yourself up to fail.....

That approach is an anchor, not a #growth plan which means you’re budgeting by habit, not by strategy.

At Fresh FP&A, we've helped countless SMBs build strategic, flexible budgets that drive results.  

Here are my 3 non-negotiable shifts every #CEO or #CFO must implement:

1️⃣ Build Scenarios, Not Single Numbers.

❌The Problem: Rigid budgets break the moment your business changes. 

✅The Fix: Develop a Best Case, Worst Case, and Base Case #scenario. This makes you agile, not reactionary, and gives you a risk range. 

2️⃣ Zero-Base Your Spending.

❌The Problem: Unquestioned #expenses approved without clear oversight or connection. 

✅The Fix: Every dollar must be tied directly to a Growth, Retention, or Efficiency objective. Force the justification, cut the 'just because' spending.

3️⃣ Cash Flow is King (Forecast Weekly, Not Monthly).

❌The Problem: Profits are a dream but cash is reality. Most SMBs only track their P&L, ignoring working #cashflow. 

✅The Fix: Treat your cash flow forecast like your most important operating document. Moving to a 52-week rolling forecast is the Fresh Standard. 

🔥 Want a visual guide on how to implement? 🎥 Watch my short video attached.  

Let's hear it: Which of these 3 shifts is the hardest for your team to adopt? 

Let me know in the comments! 👇

✌🏾Las Vegas.... 👋🏾 Indianapolis ✈️

Thank you Intuit for the opportunity to present & experience #IntuitConnect for the first time. 

Great experience & met some awesome people. 🔥🔥🔥🔥

Home for a little bit then back out again!

✌🏾Indy.... 👋🏾 Las Vegas, NV for Intuit Connect Conference 

I'll be presenting on Don't Go Through it: Growth Through It which will highlight the advisory strategies & tactics used at Fresh FP&A

If you're going to be at Intuit Connect, let's make sure to connect. 

See everyone soon!

Here's your daily reminder to keep....

Showing Up 🔥

🔥🔥🔥🔥 Don’t Go: Grow Through It.....

That was the message I had the privilege of sharing during my presentation at Intuit Connect to today. 

It was an incredible opportunity to highlight how Fresh FP&A helps SMBs grow with financial clarity & confidence.  

A special shout-out to my brother Terrell A Turner, CPA, who showed up with support, thank you, brother! 🙌

If you’re a law firm looking for a finance team that understands your business and can help you grow and scale profitably....

➡️ Connect with Terrell A Turner, CPA and the team at TLTurner Group they’ve got you covered. 

I'm passionate about helping founders not just go through the challenges of growth but grow through them.

#FreshFPA #IntuitConnect #BusinessGrowth #FractionalCFO #FinanceLeadership #GrowthMindset

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Chris Ortega

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The Battle

Soufyan Hamid

Chris Ortega

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Engagements

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Soufyan Hamid's LinkedIn Performance

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