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

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

Soufyan Hamid

Every FP&A problem has a root cause

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

Here are 8 signs to watch out for

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

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

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

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

Generally, we call that "progress"

In practice, something else often happens

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

Decisions need context and questions need answers

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

Over time, the story of performance settles inside the team

And it becomes the default reference in conversations with the business

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

While alignement CFO-FP&A should always keep going

And that’s usually when the distance starts

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

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

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

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

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

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

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

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

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

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

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

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

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

I'm sure you’ll recognize more than one

Which of these signs have you seen most often?

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

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

In 2026, FP&A teams will face a choice

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

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

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

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

Whatever happens, you feel like you're late

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

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

If you focus on them, you will run without moving

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

𝗙𝗶𝗿𝘀𝘁: 𝘁𝗵𝗲 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗻𝗲𝘃𝗲𝗿 𝗰𝗵𝗮𝗻𝗴𝗲

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

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

𝗦𝗲𝗰𝗼𝗻𝗱: 𝘄𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗿𝗲𝗮𝗹𝗹𝘆 𝗺𝗮𝘁𝘁𝗲𝗿 𝗶𝗻 𝟮𝟬𝟮𝟲

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

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

This is where FP&A becomes leadership-ready

And builds its future

When you have that set, tools with enhance your value

But only in that order

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

There is a massive difference between Information and Insight

And I made a template for you to avoid the trap

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

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

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

So I created a system.

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

Inside the "3 Filters Framework™" folder:

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

Use it once 

You'll never build a presentation the same way

I’m giving the full system away for free today

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

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

7 Principles of Powerful FP&A Storytelling

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

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

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

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

5️⃣ Show the stakes
What happens if nothing changes

6️⃣ Close the loop
Tie outcomes back to the original question

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

Each of these is illustrated in the visual below 👇

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

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

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

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

Too often, finance processes are viewed in isolation

Budgeting happens here, reporting happens there

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

The 4 Lines that keep the business moving:

🟢 Green: Telling the story of what happened.

🔵 Blue: Uncovering the drivers behind the numbers.

🔴 Red: Modeling the path forward.

🟡 Yellow: Guiding the capital allocation.

The goal is to ensure the connections are seamless. 

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

FP&A Central is where data meets dialogue

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

You can tell a lot about a CFO

by how they run their 1:1s

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

But thanks to these, you'll build capacity

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

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

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

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

Usually, my audience is strictly Finance

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

I could have just taught them the theory 

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

And the energy was intense

They didn't sit the whole day in the classroom

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

They took the "performance" aspect seriously

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

We focused heavily on structure

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

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

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

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

ONE big difference between Controlling and FP&A

Business 𝗔𝗰𝘂𝗺𝗲𝗻 translated into Business 𝗔𝗰𝘁𝗶𝗼𝗻𝘀

But for that, you need to value by a chain

A chain you build step by step:

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

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

You must first translate into values that people understand

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

Here’s the sequence that actually works, without shortcuts

𝟭) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴

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

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

𝟮) 𝗩𝗮𝗹𝘂𝗲 𝘁𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗶𝗼𝗻

You translate finance into business levers

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

𝟯) 𝗦𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴 𝗮𝗻𝗱 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲

Now you shape how leaders interpret performance

Your message framing makes the decision easier for leaders

(Small tip: think of the 3 What)

𝟰) 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗲𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁

This is where FP&A becomes real

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

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

Each layer builds on the previous one

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

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

Start at the bottom

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

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

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

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

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

Because these processes are fed with the wrong base

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

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

You can’t shortcut it either

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

Here’s how it actually plays out.

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

Most teams live here longer than they admit

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

This is where discipline starts to matter

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

This is where FP&A earns credibility

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

Not before

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

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

But skipping stages will make the whole setup fragile

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

That’s how FP&A becomes useful

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

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

Systematizing Storytelling for Finance Teams | EMBA Lecturer | Keynote Speaker

There are dozens of storytelling frameworks

But only one of them really works in Finance

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

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

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

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

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

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

Not to rank storytelling theory

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

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

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

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

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

Like the SCQA 

And yes, this is the clear winner in my heart

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

But I’m curious

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

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

I’m genuinely interested in your winner

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

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

That sentence is still what brought doing what I do

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

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

...and count on your performance to generate trust

Presence is what allows you to:

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

When it slips, even a perfect work goes nowhere

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

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

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

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

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

So tell me: 

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

9 Mistakes That Kill FP&A Presentations

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

Save this

These are the kinds of principles that quietly shape better decisions

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

7 powerful ideas to carry with you in 2026

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

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

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

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

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

Our unique value

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

Trouble starts when we use the same approach everywhere

That’s when we lose people

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

Storytelling in Finance must not only adapt to the audience

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

This framework helps you find the right angle

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

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

Not all CFOs are influential

That's because being the best won't help

Just before you read further, yes I know

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

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

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

And a way to go over that resistance is influence

In finance, there are a few predictable principles to influence

Here are the ones every CFO should understand:

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

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

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

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

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

Together, these principles change how finance is perceived

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

80% of finance presentations fail to influence decisions

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

Register here https://lnkd.in/esqapHNu

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

The numbers are right, no concern about that

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

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

We will cover: 

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

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

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

Stop reporting. Start influencing.

See you there?

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

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

Align on the data → share insights → decision made

But that happens maybe 1 time out of 10

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

And somehow… “good enough” wins

Every finance leader has lived this moment

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

That’s not a failure of storytelling

It’s proof that decision-making is human

And this is why storytelling is so important

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

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

So for your next MBR, just think this one thing

How is the reviw going to be?

...and prepare for the inevitable

Stop presenting like a tree 🌳

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

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

And stress = lack of trust

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

Here are 3 micro-adjustments that instantly boost authority:

1. 𝗧𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗦𝗶𝗹𝗲𝗻𝗰𝗲

Don't rush to answer tough question

Pause for 2 seconds

It makes you look calm, sure of yourself

2. 𝗧𝗵𝗲 𝗗𝗲𝗹𝗶𝗯𝗲𝗿𝗮𝘁𝗲 𝗣𝗮𝗰𝗲

Slow down your hands

Fast hands signal nervousness; controlled movement signals leadership

3. 𝗧𝗵𝗲 𝗗𝗶𝗿𝗲𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗠𝗼𝘃𝗲

Don't just stand there

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

These are tools to help you lead with authenticity

Try just one of these in your next meeting

And tell me: which one did I forget?

8 Body Language Shifts

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

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

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

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

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

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

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

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

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

You become a finance business partner

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

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

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

👉 https://lnkd.in/e9m42D9Y

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

👉 https://tally.so/r/ODlAXA

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

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

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

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

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

Pick the technique that fits the moment

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

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

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

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

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

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

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

Don't let the noise kill your message

Grab the template and watch the guide here:

👇 https://lnkd.in/eFxftH5D

Your Finance Progression + Resilience Partner | Helping New Hires and Managers' Transitions in Finance Teams | VP of Finance | Keynote Speaker | 40 Under 40 CPA Practice Advisor

Finance teams should be able to do more strategic work to support the expanding CFO role, and still have a life outside of work. That is what my work is all about.​

Through Wharton Online, workshops, and The Diary of a CFO podcast, I share practical tools to reset how finance teams work so they can think ahead, partner with the business, and avoid burning out in the process.​

The reality is that most finance functions are still built to report, not to lead. That creates blind spots for CEOs, delays decisions for boards, and leaves CFOs without a real pipeline of ready successors.​

Over the last 15+ years, I have led finance teams across manufacturing, technology, pharmaceuticals, and now a nonprofit CDFI. The pattern is the same: strategy stays with the CFO and maybe FP&A, while the rest of the team is stuck in transactions and constant urgency, with very little time or support to actually think like executives.​

What boards and CEOs value is not more reports. They want finance leaders who can spot signals early, frame choices clearly, and influence outcomes, while staying grounded and human in high pressure environments.​

That is how I build and lead teams, and it is the lens I bring to every class, talk, and episode: practical, realistic ways to grow your impact, develop your team, and build a bench of future CFOs without losing yourself in the process.​

If you are building a pipeline of finance leaders or aiming for the CFO seat yourself and want to do it in a more sustainable way, let us connect.​

🌐 WassiaKamon.start.page
📧 Info@WassiaKamon.com

Wassia Kamon, CPA, CMA, MBA

I’ve been watching the Uncle Nearest situation unfold for months.

As a Black woman CFO who reports to a Black woman CEO, this hit close to home for a lot of reasons, but today I want to stay focused on the finance side of the story.

If you haven’t followed it, here’s what went down:

1️⃣ Uncle Nearest grew fast, with real brand power and revenue in the tens of millions. 

2️⃣ To fuel that growth, they took on a big credit facility mainly backed by whiskey inventory, with total loans crossing the 100 million dollar mark.  

3️⃣ Later, serious questions were raised about the accuracy of the numbers going to the lender, especially around inventory and liabilities. 

4️⃣ The lender sued for default and a court put the business into receivership. 

5️⃣ The founders then sued their former CFO, accusing him of overstating inventory, hiding obligations, and abusing his control over systems and equity. 

The legal process is still ongoing, but the damage to the company and the founders is already very real.  

From a finance perspective, here’s what this really shows:  

💡One role had too much control 
 
The CFO sat at the center of the numbers, the systems, and the lender relationship.

💡 Growth moved faster than the control environment  

Revenues, loans, and valuation all scaled. 
The control framework and governance did not keep pace.

💡 “I have a CFO” was enough
 
This part is uncomfortable, because it’s common. 

The real risk isn’t “not having a CFO."

The risk is assuming that having someone with that title automatically means your finance house is in order.  

💭 So what does a healthier system actually look like as a company grows? 

Very roughly:  

> Early on  

✅️ A bookkeeper or outsourced accounting to keep the records straight.  

✅️ A tax CPA to file and keep you compliant.  

> As you grow into multiple eight figures in revenue  

 ✅️ A controller or strong senior accountant who owns the close, reconciliations, and the integrity of the numbers. 

✅️ A finance lead or CFO who focuses on forecasting, cash runway, and investor conversations.  

> Once you’re in the 50–100M+ or structured‑debt territory, your team should include:
 
✅️ A CFO  

✅️ A controller 
  
✅️ A treasury function that manages cash, liquidity, covenants, and collateral reporting, with clear rules and shared control around borrowing and lender communications.  

✅️ An internal audit or a risk and controls function that tests whether your processes work the way you think they do, and has a direct line to the board or audit committee, not just to the CFO.  

If you work in finance or accounting, this may sound obvious.

It is not obvious to many people outside our world. 

A lot of founders, like in the case of Uncle Nearest, genuinely believe:

“I hired a CFO, so finance is handled.”  

So, if you’re a founder and you’re not sure whether your current finance setup fits the size and risks of your business, I’m always happy to be a sounding board.

Feel free to DM me.

CFO | Helping leaders build high‑performing finance teams in a high‑pressure world, without losing themselves | Wharton Online Guest Faculty

Most finance updates are technically correct but practically useless.
I’ve seen it countless times in CEO and board updates:

“Cash on hand is X.”
“Revenue is up Y% vs last quarter.”
“Expenses are up Z% vs last year.”

The numbers are right.

The deck or dashboard might be flawless. 

But people walk away thinking, “Okay, now what?”

After leading accounting and FP&A for over a decade, here’s what I’ve found actually helps:

1️⃣ For each metric, write down the questions or concerns it naturally raises.

Cash:
→ When are we going to run out of cash? 
→ Do we need to raise more money?
​
Revenue and Net Income:
→ Are we on track for the plan?
→ Will we get our bonus?

Expenses
→ Is our cost base getting out of control?
→ Do we need to cut or slow down?
​
2️⃣ When you share the metric, add one simple sentence that answers one of those questions.

Cash on hand is X.
→ At this pace, we have about [...] months before cash gets tight.
​
Revenue is up Y% vs last quarter.
→ That keeps us roughly on track for the plan, so we don’t need to change our targets yet.

Expenses are up Z% vs last year.
→ If we don’t change something, we’re likely to breach our margin targets or a bank covenant around [month/year].
​
Same numbers.
Different level of impact.
Because now the update actually helps people decide what to do next.

This is powerful on its own.
But it’s even more powerful when it scales.

The real cherry on top is when your entire team does this too, not just you.

Hitting publish on this episode felt uncomfortable in a way I did not expect.

It is much easier to talk about frameworks and best practices than it is to talk honestly about the hard seasons of a career.

In this solo episode of The Diary of a CFO Podcast, I open up about my 15‑year journey from staff accountant to CFO, including:

✅  The roles that came with more stress before more pay

✅  The decision to step out of people management and take a pay cut

✅  Being told I was “not strategic enough” despite being a CPA, CMA with an MBA

✅  Trying to grow a big career while raising little kids and staying present as a caregiver

If you’re in accounting or finance and you feel like you’re doing everything “right” but still not moving fast enough, this episode will give you a practical sense of what to focus on next.

🎧 Listen now Apple Podcasts & Spotify

And after you listen or read this article, I would love to hear:
👉 Which lesson resonated with you the most right now?

View newsletter: The Diary of a CFO Recap

Many finance professionals want to become CFO but have no clear picture of what the real path looks like from staff accountant to the C‑suite. This so

Open article: My 15-Year Journey from Staff Accountant to CFO: The Parts Most People Don’t See by Wassia Kamon, CPA, CMA, MBA • 3 min read

My 15-Year Journey from Staff Accountant to CFO: The Parts Most People Don’t See

Budgets are the corporate version of "This is the year I eat clean and work out five times a week."

Then it's a long day in January. 
You're exhausted. 
Someone says "Let's just grab burgers." 

You hesitate for half a second. 

But next thing you know, you're in the drive-through, window down, telling yourself this one doesn't count.

Budgets work the same way!

It's the "just this once" effect.

One skipped workout. 
One extra headcount. 
One exception for a customer. 
One project outside the plan.

Each one feels small. 
Each one is defensible. But, they add up fast. 

And by March, the budget on paper and the way money is actually moving look nothing alike.

Sound familiar?

Next month, I'm running a free webinar titled:
"Why Most Budgets Fail by March"

I'll unpack this with Michael Keller, Procurement Director at Vertice.

If that resonates, save your spot 👇

https://lnkd.in/eyKpDgpV

AI won’t fix a weak finance function.
It will expose it.

What really separates the teams that will win in 2026 isn’t who experiments with the most tools. It’s who:

✅ Redesigns workflows so work actually moves faster and smarter, not just “more automated”

✅ Invests in judgment, business acumen, and storytelling, not just dashboards

✅ Think about AI as a practical partner, not a magic solution.

On January 28, I’m going live with Paul Barnhurst  for a LinkedIn Live: 
Closing the Skills Gap: How to Build Finance Teams Ready for the AI Era.

If you lead a finance team (or want to), this session is for you.
📅 January 28
🕒 12:30pm MT / 2:30pm ET
🔗 Save your spot here: https://lnkd.in/eaFQVZBS

🔁Share this finance leader who should be in the room with us!

Your team isn’t resisting change.
They’re playing defense.

I’ve been leading finance teams and system implementations for over a decade, and this only clicked for me about five months ago after talking with Michael L. High, on The Diary of a CFO Podcast.

For years, I got frustrated when people pushed back on new processes and system changes with the infamous: 

“𝐓𝐡𝐚𝐭’𝐬 𝐭𝐡𝐞 𝐰𝐚𝐲 𝐰𝐞’𝐯𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐝𝐨𝐧𝐞 𝐢𝐭.”

On the podcast, I asked Mike what he thought the ideal makeup of a finance team looked like.

To paraphrase, he said to think about it like a soccer team.

💡 Not everyone is supposed to play offense.
💡 Some people are built to push things forward.
💡 Some are built to protect what already works.
💡 And some are built to connect the two.

The most important part of leadership is making sure you have the right mix of roles on your team.

That’s when it clicked.

The problem wasn’t that people didn’t want to change.

It was that we didn’t have enough people in midfield and offense to help change actually make it through.

So now, when I put a team together for a project, I look beyond skills and knowledge and pay more attention to how each person naturally shows up.

 ✅ Who is offense?
 ✅ Who is midfield?
 ✅ Who is defense?

I wish I had understood this a lot earlier.
But better late than never!

Why “Resistance to Change” Is Often a Team Design Problem

On paper, a first‑time CFO has “made it.”
In reality, many lie awake at night replaying board meetings, wondering when someone will notice the gaps they feel inside.
​
In my conversation with former divisional CFO and mentor to first‑time CFOs Kevin Appleby, that tension came up again and again. 

You get the title, the seat at the table, the visibility,
but not a new brain, not a new nervous system,
and definitely not a neat manual for what to do next.
​
You’re suddenly the person who has to:

- Tell the uncomfortable truth about risk, cash, and broken models, even when no one wants to hear it

- Turn messy reality into a forward‑looking story your board and CEO can act on

- Lead a finance team that’s expected to partner the business, while you are still working out what the role really demands of you
​
Meanwhile, you’re carrying questions you don’t say out loud:

- “Am I the only one who feels this unprepared?”

- “What if they realise how much I am still figuring out?”

- “What exactly should I focus on in these first few months?”
​
In this episode of The Diary of a CFO, Kevin and I dig into:

✅ Why you will never feel 100% ready for the CFO seat, and why that is normal

✅ What actually changes when you move from finance leader to CFO

✅ The real difference between a good finance team and a great one

✅ How to shift from reporting the numbers to truly partnering the business

✅ Imposter syndrome, risk, and being where the buck stops

✅ How to think about the kind of CFO you want to be, so you stop trying to be great at all forty five skills at once.

🎧 Episode: The First‑Time CFO Playbook with Kevin Appleby is now live!
Listen here: https://lnkd.in/eHAxAYZQ

I’d love to hear from you in the comments:

What’s something your current role expects from you that no exam or training ever covered?
​

This episode is brought to you by insightsoftware. Join us February 19th at 1PM ETFebruary 19th at 1PM ET for a webinar titled: Beyond the AI Hype: Bu

Open article: The First‑Time CFO Playbook: The First 90 Days, Imposter Syndrome and Leading the Business by Wassia Kamon, CPA, CMA, MBA • 3 min read

The First‑Time CFO Playbook: The First 90 Days, Imposter Syndrome and Leading the Business

I watched a former employer celebrate record EBITDA for years. Then the acquisition offer came in.

And it was so low that leadership was baffled.

I wasn't. In fact, I was surprised they were surprised.

At the time, I was the controller, so I was close enough to the numbers to see what the buyers saw.

𝐁𝐮𝐲𝐞𝐫𝐬 𝐝𝐨𝐧'𝐭 𝐛𝐮𝐲 𝐲𝐨𝐮𝐫 𝐄𝐁𝐈𝐓𝐃𝐀. 𝐓𝐡𝐞𝐲 𝐛𝐮𝐲 𝐲𝐨𝐮𝐫 𝐟𝐮𝐭𝐮𝐫𝐞 𝐜𝐚𝐬𝐡 𝐟𝐥𝐨𝐰𝐬.

Cash is what they stress test.
Cash is how they set the price.
Cash is the proof that the business actually works.

When companies fail, it's not because EBITDA dropped. 
It's because they ran out of cash.

This is what I wish more leaders understood.

𝐂𝐚𝐬𝐡 𝐟𝐥𝐨𝐰 𝐢𝐬 𝐧𝐨𝐭 𝐚 𝐟𝐢𝐧𝐚𝐧𝐜𝐞 𝐦𝐞𝐭𝐫𝐢𝐜. 𝐈𝐭'𝐬 𝐚𝐧 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐧𝐠 𝐨𝐮𝐭𝐜𝐨𝐦𝐞.

Cash is the result of operating decisions made across the entire company. 

Pricing. Contracts. Invoicing. Delivery. Collections. Purchasing. Inventory. Hiring. Customer retention.

So can a CFO improve cash flow? Absolutely.

But not by staring at bank balances or building pretty dashboards.

The CFO improves cash by designing an operating system that makes cash predictable, protects liquidity, and forces decisions early before risk becomes a crisis.

But a CFO can't do it alone. 
They need buy-in from the rest of the executive team.
And yet, when things go wrong, they usually get blamed.

Knowing that, here's what's worked for me since becoming a CFO:

1️⃣ Build robust cash flow forecasting

A weekly 13-week view, plus a monthly 12–18 month view tied directly to debt covenants and liquidity limits.

2️⃣ Talk about cash constantly

Yes, you’ll sound like a broken record. 
Make sure everyone knows the constraints, the fast-moving levers, and that cash is a routine conversation, not a crisis one.

3️⃣ Educate your non-finance stakeholders

Keep repeating that high EBITDA is not a cash cushion, and a signed contract is not money in the bank.

I know EBITDA gets the applause. 
But cash is what keeps the business alive.

I saw what happens when a company ignores cash.
Now I make sure mine doesn't.

What's worked for you?

Finance executive working on cash flow analysis at a conference table

First Wednesday of 2026 and I cleared my inbox to zero, resisted my Cheetos, and I’m still Zen.

Who is this person?! 👀 

Our COO, Shanon, says it’ll only last a few days.
I’m thinking more like 3–6 months. 

Time will tell 😅

How are YOU holding up?

First work week of 2026. How are you holding up?

I'm super excited to be sharing the stage with one of my favorite people on LinkedIn, Paul Barnhurst!!!

We’ll share how AI is reshaping FP&A and controllership roles, and practical steps you can take to upskill your team in 2026.

We go live on Jan 28 on LinkedIn, so register now so you don’t miss it ⤵️

Is your finance team ready for 2026? Join us January 28 for a #LinkedInLive session with Wassia Kamon, CPA, CMA, MBA (The Diary of a CFO Podcast) and Paul Barnhurst (The FP&A Guy) as we tackle the #1 question on every CFO's mind: How do we equip our finance teams for what's next?

Here's the reality: Technology is evolving faster than ever, but your team's success isn't just about adopting the latest AI tools. It's about combining modern capabilities with uniquely human strengths.

In this session, you'll discover:
- How to build essential skills in data analytics, AI-driven insights, and advanced ERP management
- Why business acumen and storytelling remain your team's competitive edge
- Practical strategies to turn AI from buzzword to business advantage

Whether you're leading a team of three or thirty, this conversation will provide you with actionable insights to help your finance professionals move beyond tactical reporting and into strategic partnership.

Mark your calendar: January 28 📅 and drop a comment or question below if you're joining us, or tag a finance leader who needs to see this.

#FPnA #FinanceTransformation #CFO #FinanceLeadership #AIinFinance #TeamDevelopment

Jenny Wyttenbach, M.Ed., Danielle A. Schmitz and 189 other attendees

Closing the Skills Gap: How To Build Finance Teams Ready for the AI Era

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Brand partnership • CFO | Helping leaders build high‑performing finance teams in a high‑pressure world, without losing themselves | Wharton Online Guest Faculty

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