FP&A Today

The books were closed. The audits were supported. Then the CEO asked two simple questions: which products make the most money, and which ones don’t? Nobody could answer. Purity Kibaki was the consultant hired to implement the system that was supposed to answer them. Purity, CPA(K), leads group reporting, consolidation and finance systems at Hatch Africa. She previously founded Zirconn Black Group. She has been the accountant closing the books, the FP&A analyst who inherited them, and the consultant building the system underneath. She and Sarah explore what happens when finance systems are built around transactions and order-to-cash, but not around the questions FP&A eventually has to answer. The result is familiar to many FP&A teams. Accounting closes successfully, but finance still can’t answer basic questions about product profitability, regional performance, campaigns, utilization or operational drivers without pulling data together by hand. Purity and Sarah discuss why “heroic Excel workarounds” can hide…

The most expensive finance hire can be the one that looks senior enough to feel safe but solves the wrong problem. Tom Hunter of Story Recruitment joins FP&A Today to explain why the first finance hire at a startup is often not a CFO. Story Recruitment focuses on first-CFO and first-finance-hire searches for Australian tech, fintech and deeptech startups, and Tom also hosts The CFO Track Podcast. His starting point is simple: before choosing a title, define the financial problem the business actually needs someone to solve. That often means building the basics first. Tom describes financial controls, governance and reliable reporting as the foundation that FP&A and strategy have to sit on. He also shares an example of a founder who included GST in ARR, overstating revenue and contributing to a chain of due-diligence concerns that ultimately cost the company its lead investor. For growing businesses, the finance function itself becomes a signal of how organized and decision-ready the company really is. The…

Building FP&A from scratch isn't primarily a spreadsheet problem. It's a people, process, and alignment problem.Katelyn Stienen, Director of FP&A at Good Day Farms and a top-16 finisher at the Excel World Championship, joins FP&A Today to share what happens when you walk into a five-year-old business with more than 170 legal entities, around 10,000 budget lines, no dedicated planning system, and department heads who have never worked with a structured P&L. After experiencing established finance processes at much older organizations, Katelyn is now building the FP&A function from the ground up.One of her biggest lessons was that introducing FP&A is not as simple as sending out a budget template. Katelyn had to establish what a budget actually means, connect operational budgets with the numbers being communicated to leadership and investors, and create a common financial playbook across the business. She explains why bottom-up planning creates better accountability, why finance should approach variance…

The best FP&A professionals don't just explain the numbers. They understand the business well enough to influence it.Gauri Tambe, Head of Finance & Accounting at Genezen, joins FP&A Today to explore what finance looks like inside the world of cell and gene therapy. Scientific uncertainty, capital-intensive programs, customer funding risk, strict quality requirements, and constantly changing timelines mean that simply consolidating the numbers is not enough. For Gauri, understanding the day-to-day operations of the business is fundamental to being an effective finance leader.Gauri estimates that only 40% of her role is running and reporting the numbers, while the other 60% is influence: aligning sales with operational capacity, helping R&D and supply chain make better decisions, building contractual protections around uncertain programs, and keeping teams focused on the same business outcomes. She also shares how Genezen uses probability-weighted pipelines, weekly flash reporting, and a 13-week cash plan to…

For FP&A, the most dangerous revenue number may be the one that looks credible enough not to question. A $100 million acquisition was just three weeks from closing. The target had been audited, the opinion had come back clean, and the deal looked compelling. Then Devon Coombs, CPA, spent a weekend digging through the contracts and came back with a very different conclusion: the revenue story did not match the contractual rights and cash flows underneath it. In this episode of FP&A Today, Devon explains why FP&A cannot automatically treat invoicing as revenue, how principal-versus-agent decisions can make the same transaction appear as either $100 or $3 of reported revenue, and why worsening cash flow can reveal problems that a strong top line hides. The conversation also looks ahead to AI and consumption-based pricing, where minimum commitments, usage, overages, invoicing cadence, and contract structure can make forecasting and revenue recognition substantially more complex. The bigger lesson for FP&A is…

Top FP&A business consultant Anders Liu-Lindberg joins FP&A Today four years after his first appearance on the show to talk about the radical changes in FP&A and CFO transformation over that period. In the time since, Anders has cemented his reputation as one of the most in-demand consultants for finance transformation, sharing his practical, on-the-ground experience. 4 years on: what's changed in FP&A transformation How career-minded FP&A professionals are enjoying the best era ever A real example of a finance transformation that didn't land 3 metrics to measure the impact of business partnering Why CFOs should obsess over value If you would like to earn CPE credit for listening to the show, visit earmarkcpe.com/fpna. Download the app, take a short quiz, and get your CPE certificate. Further reading/listening Communicating Financials to Executives: by Anders Liu-Lindberg (Author), Christian Frantz Hansen FP&A Today: More than 12 ERP implementations later…Cindy Vindasius

Peter McKenzie, GM at a Blackstone portfolio company, professor at IESE Business School, and speaker at 50+ conferences across the world, talks frankly about executive presence for finance professionals, developed through 25+ years of C-suite experience He coaches FP&A teams and CFOs on what exactly separates the executives who get recognised from the ones who don't (Communicate with influence, not just authority and focus on strategy and what boards actually want). In this episode What the board reads (and skips) in a board deck What “business partnership” actually means What knowing the numbers means How to draw a narrative “red line” Now that AI writes a competent narrative, what's the role for finance?

After two years in the host's chair, Glenn Hopper passes FP&A Today to its new host, Sarah Schlott: a 20-year FP&A leader. The two swap stories on their unlikely paths into finance (including Glenn's forgotten 2006 indie film ), then dig into what's next for the show: more curiosity, more challenging of FP&A's "sacred cows". Glenn's new book: The AI-Ready CFO: A Strategic Guide to Evaluating and Implementing AI, Automation, and Analytics https://www.amazon.com/AI-Ready-CFO-Evaluating-Implementing-Automation/dp/1394415885 Two recommended follows for AI content https://www.youtube.com/@AIDailyBrief https://www.youtube.com/ ⁨@matthew_berman⁩

Colin Moss worked for more than 10 years at Mars, which produces some of the world's best-loved brands including Royal Canin, M&M’s and Snickers. In this role, he partnered with the global Finance leadership team to design to stand up the new FinTech function, strengthening the connection between Finance and IT and leading a portfolio of 40+ initiatives, establishing resource and financial management disciplines (before that he was at famed confectionary maker Cadbury). In 2025 he took the leap to set up his own business, CM Strategies working with organisations navigating growth and complexity, helping them redesign how the finance department partners with the business and builds capability . His message about the function of FP&A is resonant and powerful:“One of the ways that I've seen it described is that your business, and leadership team is, is the “head”, and FP&A is the “neck” because FP&A is showing that team where to look. In this context, FP&A is helping what's the context we're operating in?…

We take a deep dive into the finances behind the agricultural and food beverage sector with Brad Mooney, Director of FP&A at California Dairies. FP&A drives success at California Dairies which produces 40 percent of California’s milk (300 family-owned and operated members ship 17billion pounds of high quality milk annually) and is a manufacturer of quality butter, fluid milk products, and milk powders (including Challenge and Danish Creamery and milk powder brand, DairyAmerica). In this episode former Marine Corps turned FP&A leader Brad Mooney talks: Building the plane as we flew it building FP&A The metrics of “Timing yield and supply” at California Dairies The Four Ps in finance building Effectiveness of planning and forecasting in a supply-driven business My view of FP&A Development FP&A as therapist

In our first FP&A Today episode to cover the shipping, ports and haulage sector, we look at the FP&A powering Peel Ports Group, the second largest port operator in the UK, which manages the vital gateways powering the UK. Alex Roche has built the FP&A team at Peels Ports, based in Liverpool, England, which generates £800M spread across 10 divisions. The group has invested over £1.5 billion over the past decade in advanced logistics, cranes, warehouses, and terminal upgrades. Highlights of his nearly decade time at Peel Ports include Co-building the Group's FP&A function for a £400m-EBITDA multi-site, and developing formal evaluation models for two major commercial deals totalling £100m+, enabling better-informed investment decisions and a £7.5m increase in realised deal value In this episode: The importance of volume in ports and how KPIs revolve around the metric M&A at Peels Port and setting up the FP&A team and building models FP&A recommendations around vertical integration with a new haulage business…

Dan Newman heads FP&A at RingCentral, a $2.5B public SaaS company (a platform for business phone, SMS, contact center, workforce engagement management, video collaboration, and messaging) , where he has overseen a period of 10X growth. Discussing a career comprising consulting, being a financial analyst at Salesforce, private-equity-backed startups, Dan discusses building financial models towards a sale, navigating the shift from 30% growth to efficiency, and AI processes. In this episode Building the FP&A team at SchoolMessenger and pivoting to a sale Joining RingCentral at a $250m run rate and a six-person FP&A team towards $2.5billion Why revenue is rarely as simple as it looks Business partnering in an age of efficiency in SaaS

Caroline McAuliffe is Senior Vice President, Head of Corporate Finance (FP&A and Procurement) at Fannie Mae. In its Q1 2026 results, the government-owned mortgage giant boasted 33 consecutive quarters of profitability and $3.7B in net income in the quarter—delivered by a team of 7,000 employees. In this episode Caroline reveals the FP&A mindset and processes behind this success. The career progression from audit to controllership, and FP&A Combining procurement and FP&A Shifting from an annual budget cycle to a 2-year rolling forecast How AI is transforming repetitive low value work including AI “flash reports needed supporting 50 officers at Fannie Mae Secrets to being a CTA (Challenging Trusted Advisor) at Fannie Mae

In the third in our series on finance business partnering we are joined by David Manela, who has had the role of CRO and CMO at Fiverr, Ideei, and Vivre. As managing partner and co-founder of Violet Growth he is in high-demand at some of the hottest scaling companies, designing a growth operating system that “speaks the CFO’s language from day one”. It is tailored to companies spending more than $10m annually on marketing and sales - with digital as the main growth channel.“Spending a dollar in marketing is no different than spending a dollar in infrastructure, on say a forklift that you might need for your warehouse. You need a return on a specific schedule, and you need a percentage of returns on that schedule. Don't start with a campaign, start with a financial goal.” In this episode on the highlights and lowlights of the FP&A relationship with marketing, David talks: His background from audit to marketing and P&L responsibility at companies Marketing as an “investment” not a “cost” The power of getting a…

Swati Bagri, head of FP&A for a major global FMCG company was told early in her career: “Either you are sales or you are helping sales”. In this second in our series of finance business partnership Swati, representing finance, is joined by Stephanie Troy, VP of Sales at Datarails, for a candid conversation with host Glenn Hopper about what sales leaders actually need from FP&A, and what great revenue-producing partnerships look like. In this special episode: The dynamics of sales vs finance needs Pipeline communication challenges The problems with forecasting Where lack of communication hurts sales and finance What finance needs from sales leaders in budget season Dealing with the Office of No

Today on the show, we're launching a special series on finance business partnering - exploring different facets of modern finance business partnering. Today’s special guest is Tunc Tezel VP group FP&A, Ontax, bringing 30-years of lessons from Ontex, Pladis, British American Tobacco, Procter & Gamble, and Gillette - business partnering with marketing, sales, and operations to reach common goals and bringing some of the most popular CPG products to market. From “spy” to “strategist” in business partnering Secrets to storytelling Embedded vs. centralised FP&A business partnering Working capital as a partnering tool Breaking bad news in business partnering When business partnering breaks down

Tom Hinkle, senior leader in data and analytics at TIAA, has built his career at the intersection of finance, technology, and strategy. He also has a budding YouTube channel (Tom's Data World, which includes instructional videos on Excel, SQL, and AI). He's worked extensively with Excel (is a Microsoft MVP) and SQL, as well as Tableau and Power BI, and has worked with major financial institutions, including Bank of America, Wells Fargo, and TIAA. "Nobody really gets excited about spending money on data governance. They get excited about machine learning, about AI, about data storytelling — everybody wants seminars on that. But data governance? At the end of the day, you're coming up with something you thought was right anyway, and then you're asking someone to spend more money just to make sure it's right." Why data governance is the foundation of AI Trust but verify challenges The two sides of data governance: master data management vs. data quality and controls How FP&A teams should think about their role…

What does it actually take to move FP&A activities into a shared service organization at Coca-Cola— and then transform how a global marketing giant manages billions in spend? Sébastien Privel, Senior Director Financial Services FP&A, has done both. Sébastien Privel career spans pharma controllership in late-'90s Beijing to country CFO for France, being involved in the implementation Coca-Cola's global FP&A shared services from scratch, before leading a multi-year marketing finance transformation In this episode Building finance infrastructure from scratch in 1990s China — from rice paper ledgers to SAP, with floppy disks in between. Business partnering and being the finance voice in multi functions projects (including Coca-Cola buying Tropico an iconic French brand) Driving transformation in the FP&A area standardizing processes and moving key activities to a shared service organisation Experimenting with AI including baseline forecasting and the real impact

Cindy Vindasius is the founder and CEO of Vindasius Advisory, and former Corporate Controller, and has spent more than 30 years helping high growth and enterprise companies build scalable finance systems. She's led more than a dozen ERP implementations across platforms like NetSuite, SAP, and Oracle, and has supported multiple IPOs, M&A transactions, and global compliance efforts. Her interview provides a wealth of information for FP&A professionals Why FP&A need to be involved in ERP implementation for enhanced reporting New wave of AI-driven ERPs: what I really think The ROI of an ERP Implementation ERP Mastery Program 6 video course: https://www.vindasius.com/mastery-program

Mykola is Finance Business Partner at Merlin Entertainments – offering some of the most popular attractions in the world including LEGOLAND Resorts, Thorpe Park and Alton Towers. Merlin welcomes more than 62 million guests annually to its diverse global estate in over 20 countries. Before Merlin, Mykola spent several years as a finance director at a fast-growing law firm, where the business tripled in size in just a few years. In this episode: Finance in a law firm - getting from technical finance to business partnering Reducing risk as the Ukraine war started The business of Merlin Entertainment - from forecasting to cost control Working with procurement on validation of costs key metrics including attendance, guest spends and promotion The power of business partnering: consistency, curiosity and understanding your business

Adam Hibbs has pretty non-linear paths into finance:New Zealand telecom regulator, OfCom, Vodafone, Cable & Wireless, UK Ministry of Defense, and now Global Director of Commercial Strategy at AICPA & CIMA. Financial modeling, commercial contracts, cloud infrastructure, and leadership across blue-chip organizations was preparation for building Josie, that is AICPA & CIMA's generative AI tool for accounting and auditing. In this episode: What makes Josie genuinely different from ChatGPT or Claude for technical accounting work Curated dataset of 40,000 pieces of proprietary IP, real-time updates to FASB, PCAOB, and auditing standards Josie ($550 per subscriber) named after Josiah Wedgwood and a new form of cost accounting CGMA vs CPA Where AI and finance intersect in the next 12-24 months

Emily Feinstone is an accounting manager at Eventus Advisory Group and unusually tech-forward in how she works. Emily spends her days building better processes, automating repetitive finance workflows, and making high volume operational data usable. And instead of opting for a traditional CPA first route after 20 years of experience, she is pursuing a degree in data science: “ I want to be the one that teaches the AI and not the one that is replaced by AI. I want to be the one that knows how to use it the best to my advantage.” Emily also talks about accounting vs FP&A: You don't even see overhead. It's allocated…but you don't know that it took me two, two and a half hours to prepare that entry and another two hours to key it in.” In this episode: Blurring of lines between data analysts and accountants The future of the accounting profession in an AI era Transforming an Excel based invoice and commission process Keeping raceability and controls + automation Why I wont trust AI to do my accounting journal…

The history-making USA Hockey won golds (and millions of fans in the process) at Milan’s Olympic Games. But behind the on-ice glory is a $75 million organization with a finance function as disciplined as its players. Kelly Mahncke , CFO of USA Hockey, joins Glenn Hopper and FP&A Today to pull back the curtain on what it takes to fund the gold-winning national hockey program — with business interests from memberships and sponsorships to restaurants and insurance. Kelly traces her own journey from center ice to chasing the bottom line, explaining how a hockey career shaped her instincts as a finance leader. She walks us through four-year "quad budgets" and the typical annual cycle, and what it took to weather COVID's financial shock, from cash management to the logistical nightmare of paused travel programs. She also gets into the digital transformation underway at USA Hockey. And why she believes curiosity is the defining trait of great FP&A professionals. Catch this fascinating look at finance leadership —…

Sahil Kamani, is a Berlin-based senior finance leader and FP&A professional at Ellie (Volkswagen Group), Starting at a credit rating agency in the wake of the 2008 financial crisis — inspired, fittingly, by a fascination with the documentary Inside Job — Sahil moved through regulation, capital markets, and an MBA before pivoting into operational finance In this episode: Being the person handing out credit ratings Cash burn and the KPIs that matter most in a turnaround What bankers and regulators instinctively look for How the CFO you work influences your storytelling Being CFO of Berlin's fastest-growing pickleball club. Sahil R Kamani on LinkedIn:https://www.linkedin.com/in/sahilrkamani/

John Glasgow, is the founder, CEO and CFO of Campfire AI native ERP with more than $100m in funding, built to help high growth companies close faster, get richer visibility from their accounting data, and scale. John brings his insights as an operator who has spent time in FP&A and strategic finance, including at Adobe and an executive at Invoice To Go, leading that finance company to a $625 million sale to bill.com. Campfire came out of firsthand frustration with legacy ERPs and a need to rebuild the general ledger for the AI era. In this episode: My years in FP&A and strategic finance at Adobe before becoming a founder CFA Certification Invoice to Go acquisition what I learned The frustration and origin story of frustration and why Campfire was set up Why building our own AI model makes sense Key quote: “If you slap AI on top of an ERP with summarized revenue data, then you’re essentially gonna get no insights that are of any value.”

Marko Horvat has been a public accountant, Controller, head of FP&A and CFO, as well as VP in Gartner's research and advisory practice, specializing in topics most relevant to CFOs and finance transformation. In this episode he talks: Interplay IT and CISO and organizational politics (“if it runs on electricity, it’s ours”)CFO skillsets gap Real change in CFO’s Office with AI (audit pattern recognition to forecasting) Last mile transformation in finance Mindset, skillset, toolset transformation Treating forecast as in perpetual beta The power of the subtotal function Recommended books: There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work Superforecasting: The Art and Science of Prediction

Troy Anderson is CFO of Kelly Services, a staffing solutions provider to various industries, who has spent his career driving transformation across some of the most complex business environments. Before joining Kelly, he served as CFO at Universal Technical Institute, where he helped double revenue over five years through a mix of organic growth and strategic acquisitions. Earlier in his career, he held senior finance leadership roles at Conduent, a $6billion player (bought by Xerox). Conduent life cycle a $6b public company acquired by Xerox Investor relations at Xerox as a game-changer for my career Making finance a partner across the value chain Business Process Outsourcing vs AI The need for a deep understanding of your business Catch the full transcript below

Stephen Hedlund is head of finance at Rillet, an AI-native ERP which has raised over $100million from Sequoia and Andreessen Horowitz. In Steven’s words Rillet is “building the modern NetSuite.”In this episode: How Isaac Asimov’s Foundation helped me discover finance Experience from enterprise at Walmart to building startups Go-to-market (marketing) to Head of Finance Gillet The moat for leading ERPs and our strategy Being the ICP and marketing voice for Rillet “To succeed, planning alone is insufficient. One must improvise as well.”― Isaac Asimov, Foundation

Eddie Reynolds, CEO of UnionSquare Consulting, opens up about the often-fraught relationship between CFOs and CROs. Eddie shares insights from his unique journey—from banking and private equity to being an account executive at Salesforce which forecast within 5% accuracy despite 30%+ growth. The conversation tackles the critical disconnect between finance and go-to-market teams: Why do CFOs struggle to trust CRM pipelines? What breaks when companies hit $50-100M in revenue? In this episode: How Salesforce was able to forecast with 5% accuracy, The role of FP&A and CROs in go to market strategy and efficiency The issues with LTV to CAC ratio in SaaS Biggest challenges of the CFO/CRO relationship Bottoms up annual planning working with finance

Bobby Bray brings his perspective from more than 20 years in banking and consulting with Capital One, Oliver Wyman, and Regions Bank. The retired Navy Captain with four commands talks about strategic decision-making under pressure, working with Fortune 150 C-Suite executives, and the rigor required in FP&A. He says: “To use an aviation term you need to be able to follow the drop of gas through the engine and understand the different cogs in the engine that turns a drop of gas into thrust, but it also is what turns raw data into usable analytics on the back end.”In this episode A Truly Non-Traditional Path to Finance Commercial banking as the most educational finance job Discipline and rigor in FP&A Cloud infrastructure changes in the past 7 years The rigor of a capital market stress test Explainability of AI in finance

Five-time CFO Rick Smith has led finance at companies including inVentiv Health Communications, Exos, Parchment, Solera Health before founding Bonfire advisory. He is also the author o fDemystifying the Role of the CFO in Venture and Growth Stage Companies, a no-nonsense approach to the topic. Reviews for the book include: “This book is a must-read if you want to understand how to scale a company as a CFO” and “Should be required reading for CEOs and PE people along with CFOs.” In this episode Smith provides his take on being a CFO and his long background in FP&A, providing insights on: The path from FP&A to CFO (without a CPA) Why I like being CFO at SMBs (sub $50m) Being a dreamer, artist and buildingFP&A Audits vs QOEs The unspoken challenges working with PE firms FP&A and M&A – what you need to know Link to the book: Demystifying the Role of the CFO in Venture and Growth Stage Companies

Preston Naegle started his career in private equity at Leavitt Equity Partners (founded by Michael Leavitt, the former U.S. Secretary of Health and Human Services. Negale then moved into the operating world and for more than 2 years has led strategic finance and FP&A at a PE-backed Midway Mechanical Services in the HVAC (Heating, Ventilation, and Air Conditioning) industry at the company which has completed 15 acquisitions (3 in 2025 alone) within the mechanical, electrical, and plumbing sector across the Western US region. In this episode An origin story in Private Equity Learning from a “firehose” of business models Bringing PE thinking to a head of finance role at Midway Mechanical Bringing people with you as you create FP&A, budget and forecasting processes Choosing an FP&A solution Enhancing time to insights that bring long-term business partnering and profit growth

Glenn reconnects with Adam Shilton—who reveals the highs and lows of more than a decade selling to finance teams and what 134 deals in 36 months taught him about CFO challenges. The founder, writer, and speaker has now launched his own venture focused on helping entrepreneurs and solo business owners. My Experience selling finance software including SAP Bridging the Sales-Finance Divide: Why pipeline forecasts are inherently “fluffy” The Deposit Game-Changer: Why commission should only be paid on receipt of deposit, not just signature Finance coaching sales on overdue invoicesAI and AR automation AI Agents workflows

What does it take to be the finance leader behind Hollywood stories? Diya Sagar, CFO of AWA Studios, which produces critically acclaimed, original stories for comics, TV, and movies, joins Glenn Hopper to reveal how she manages the money behind the magic—from funding graphic novels that may not pay off for years to navigating the unpredictable world of graphic novels, film and TV deals. How a “creator-first” approach shows up in budgets Building a Hits-Driven Portfolio The Ultimate Model: From Page to Screen Economics The 2-4 year timeline What Boards Really Want in a creative industry

With more than 20 years of experience helping startups scale from seed to series B, Maria Azatyan has built architectures for companies across ai, robotics and the new space economy, translating complex technologies into numbers. This is coupled with her frank perspective as a single mother balancing finance leadership and advising startups. Sci-fi Dreams Made Real: sharing experiences with Waymo Setting up ArmGate, empowering entrepreneurs One month to “two minutes” using AI to work with data Case study: AI to Automate ERA Filings for Venture Funds Role as ex-CFO at DocDoc.ru whose exit was ranked one of Russia’s top five IT & Digital M&A deals. Problems with cash flow to 45% year-over-year revenue growth Biggest startup challenges for finance teams

Joyce Li, CEO, and chief AI strategist at Averanda Partners, brings a rare combination: CFA charter holder, computer science graduate, MBA from Wharton, Board advisor on AI. She advises on multi-billion dollar investment strategies and works with boards and C-suites on AI strategy, governance, and adoption. The power of Excel in an AI age The ROI of AI and what boards want to see 15% as the magic AI productivity number Agents and the future of finance

Rohini Jain leads finance strategy at BILL, which delivers strategic finance capabilities in one integrated platform including AP, AR, expenses and procurement. She has more than 20 years of experience shaping and leading finance, product, and operations teams at global fintech, payments, and e-commerce companies including at PayPal, eBay, Walmart and General Electric. She spoke to us ahead of the earnings release for Bill.com (November 5) which revealed total revenue at $395.7 million, an increase of 10% year-over-year, and core revenue, (subscription and transaction fees) of $358.0 million, an increase of 14% year-over-year. Bill now serves 498,100 businesses as of the end of the first quarter. In this episode: Deciding to choose finance (and disappointing my mother) The GE “magic” building the next gen of finance leaders Building a diverse skill set in my finance team Love for engaging small and medium-sized business Challenges and stress of public CFO role Building agentic capabilities and finance’s…

The opening voice on a Lyft earnings call is that of Aurelien Nolf, VP, FP&A and Investor Relations at the ride-hailing firm. He holds a dual role managing the 60-person FP&A, finance analysts, and investor team with access to billions of data points looking at the mode, price,drivers, frequency and demand for current offerings– and much-anticipated future services – such as robotaxis. In August 2025, the company saw an 11% increase in revenue to $1.59 billion for the quarter ended June 30. Its profit climbed to $40.3 million from $5 million a year earlier, driven by a rise in ridership and bookings. In this episode Nolf opens the hood into the FP&A processes and opportunities at the San-Francisco-based iconic brand. In this episode: The metrics that matter with billions of data points The logic of combining FP&A and investor relations Finance hackathons, curiosity and the culture of Lyft Operational vs financial metrics driving Lyft’s success Using ML in our forecasting, variance analysis, and IR reports…

Chikako Tyler is the Chief Operating Officer at California Bank & Trust (CB&T). She began her career at the leading California bank in 2010, starting as risk manager, progressing tos trategic planning and analysis (spanning seven revenue divisions and 150 units), before serving seven years as Chief Financial Officer revealing . Here she reveals the strategic leadership as the bank grew, from $9 billion to $15 billion in assets, and overcoming challenges from the post global financial crisis to COVID. In this episode: Math academic to commercial real estate California Bank and Trust’s stress testing Efficiency ratios and operating leverage Differences in the path CFO to COO Inclusion and leadership in banking The most company specific fave Excel function answer

As a fractional CFO and financial advisor, Carl Seidman, a returning guest, has worked with finance teams at some of the world’s most recognized companies, helping them strengthen forecasting, cash flow management, and strategic decision-making. He also teaches several top-rated online courses including the FP&A Mastery Signature Program. My first fire-drill, creating a cash flow in one week The under $50m revenue opportunity for fractional CFOs The power of an advanced (live) FP&A course Expectations and reality for AI in your finance career The catastrophe if AI gets something wrong What I learned about Copilot in Excel developing a LinkedIn course The Power of LET

Peter Lynch is the founder of ASimpleModel.com and serves as Chief Strategy Officer at Stephen Gould. He has worked in private equity for most of his professional career at Rabobank, JP Morgan, Argenta Partners and Hilltop Holdings. But he’s perhaps best known for turning complex financial concepts into clear accessible lessons through ASimpleModel.com. JP Morgan in Buenos Aires Crazy models during the financial crisis Capital allocation strategy at Stephen Gould How a Simple Model took off Most common mistake in building a financial model Clarifying private equity Incorporating AI into everything I do

Andrew Polito is VP, Controller at Go HQ which provides a suite of back office services, including recruiting to delivery companies. The Fort Worth-based company provides back office support for transportation and logistics, seeing 500% growth in five years, earning a spot on the Inc 5,000 list of fastest- growing private companies in America. In this episode: From audit to shifting to a private company finance team Building FP&A from the ground up Power of the 13 week cash forecast How I introduced automation in an initial two-person finance team How our finance tech stack delivers the data and insights to succeed

Mariya Guttoh is Director of FP&A and Treasury at PayJoy, a global FinTech company expanding credit access through smartphones to underserved customers in emerging markets. Celebrating 10 years this year , the company has served over 15 million customers and is on track to reach $650 million in revenue and $110 million in profit by the end of 2025. In this episode Mariya traces her steps from cosmetic marketing in Ukraine to arriving in the US with $300 and working three jobs while earning her MBA to becoming a finance leader. My finance journey working three jobs to pay for my MBA Becoming an advocate for AI in financeTwo finance camps– “excited but clueless” and “cautious but clueless” Using AI to automate vendor reporting across 10 countries Identifying high impact AI wins (forecasting) My ideal magic FP&A solution How I turned myself into a self-created extrovert Offset in Excel

Akhil Khunger, VP Quantitative Analytics, Barclays, has more than ten years of experience in the field. Akhil develops statistical models to forecast balance sheets, revenue and probability of default. He has experience with time series modeling, statistical modeling, machine learning and building implementation frameworks using Python and other programming languages. Akhil, who has a master’s in Financial Engineering from UC Berkeley and London School of Economics, has worked in CCAR and Bank of England stress testing and know the Basel III/IV framework, SR 11/7, SR 15-18, and SR 15-19. He also has experience managing junior model developers. In this episode: The worst year for modeling? Diving into models Working with big datasets Getting to the real reasons behind trends and data The power of stress testing What human judgement can bring to the table The AI component in forecasting

Esti Levy Dadon, Executive VP Finance, Fiverr ,started in public accounting at Ernst and Young, before leading the finance function at Fiverrr. Since joining the global marketplace in 2016 she steered the company to a successful IPO in 2019. In her words: “In almost 10 years at Fiverr I’m still waiting for things to be boring and repeatable, but it never happens because things change all the time” In this episode: Building finance from the ground up at Fiverr The path to IPO and the financial work required Challenge of building a robust forecasting model for a public company Creating a finance team to last Business partnering process at Fiverr Traits for hiring in FP&A at Fiverr Mindset FP&A perspective shift to connect you to the business

What do FP&A professionals need to understand about data work and BI and the work that BI is doing? Marcos Bento, Director BI, at Wasabi Technologies: “They need to translate business requests in English in a way that the BI folks can translate that into codes. That’s where the magic happens.” In part two of our deep dive with Marcos Bento (BI) and David Suter (FP&A) from Wasabi Technologies, we explore the execution side of their successful data partnership. In this episode: Our 130-Iteration Journey: Net retention metric evolution Cost per dollar of new ARR (and how settled on it) Storytelling across technical and executive audiences Lean team compositions (4-person FP&A, 5-person BI) Power of the problem solving skillset in our hiring

Wasabi Technologies (a Boston-based cloud storage company with over $530M in funding, a decade of hypergrowth, 450+ team members, and multiple exabytes of storage deployed) sets high standards for its finance and analytics teams. Both teams are under pressure to deliver fast, accurate, and actionable insights. Marcos Bento, Director Business Intelligence at Wasabi Technologies and David Suter, Director, Financial Planning And Analysis at Wasabi Technologies join us for a special two-parter. They delve deep into how their teams work together, across functions to turn raw data into real-time financial intelligence. In this episode: Building and gaining trust between BI and FP&A Getting from “10% out” to within a couple percentage points for forecasting KPIs such as dollars per terabyte BI and FP&A as investigative reporters Predictive analytics: forecast in the 6 or 12 months working with sales The manifesto for AI at Wasabi

Daniel Gardner is operational finance business partner at FirstGroup Plc, a leading UK-based provider of public transport. Daniel brings a unique perspective shaped by a diverse finance career across iconic consumer brands like L’Oreal, the Body Shop and Hunter Boots, where he led major forecasting overhauls and drove commercial transformation. Now at First Group, he is leading the development of a cloud-based forecasting system for a billion pound division, working with more than 50 stakeholders to deliver scalable real-time insights. In this episode he talks about the power of “systems thinking” in the CFO’s Office as a way of understanding how different parts of an organization (or any complex system) interconnect and influence each other.”If there’s an area, I’d say that FP&A could do with its systems thinking. Structure makes behavior and behavior makes structure. So it travels in a loop, which means that to make changes in an organization, you either have to hire people who do not exhibit the behaviors…

Sarah Schlott, Senior Director of Finance at Tray, a leading point of sale system in entertainment, joins Glenn Hopper to tear down the sacred rituals of corporate finance. Rising from billing temp to strategic finance leader, Schlott who has been in corporate finance for 18 years, delivers brutal honesty about what’s broken in FP&A and how to fix it. She challenges everything from annual budgets to variance analysis (“forensic accounting in disguise”) while advocating for a bottoms-up, operator-first approach that actually works. In this episode: The power of aggressive curiosity in finance My most accurate forecast was also the one that failed My views on variance analysis Running a $100M forecast in Excel Why we shouldn’t treat the annual budget as a “golden idol” Moving away from a “spreadsheet guilt trip” every month From Singer-Songwriter to Finance Leader Connect with Sarah Schlott: https://www.linkedin.com/in/sarahschlott/

Connagh Hopkins is Head of Business Planning and Reporting at Western Power, one of Australia’s largest electricity network operators. Connagh shares her fascinating and unconventional journey from working on the global licensing for “Who Wants to Be a Millionaire? to navigating Australia’s energy transformation. In this episode: Who Wants To be a Millionaire success (powered by Lotus123) The Consolidated 10 year plan at Western Power Scenario planning and Inflation challenges in utilities How we are stacked: 65 person finance team at Western Power The power and challenge of AI in finance Connect with Connagh Hopkins: https://www.linkedin.com/in/connagh-hopkins-a9b3871/ Connagh Hopkins is Head of Business Planning and Reporting at Western Power, where she oversees the FP&A function for one of Australia’s largest electricity network operators. With more than two decades of experience across utilities, property development, not-for-profit, retail, fuel, and media sectors in both the UK and Australia, she’s…