Financial Planning & Analysis
Earning (& Keeping) a Seat at the ‘Big Kids’ Table: How Finance Has to Adapt to Stay Relevant & In-Demand
The skill set finance seeks has evolved significantly over the past few years. Today finance is expected to have broad technical expertise, industry expertise, business partnering skills, continuous improvement skills and cross-functional knowledge. Learn how finance can earn—and keep—a key seat at the decision-making table by folding in new technical skills and evolving a center of excellence made up of both finance and IT skills and viewpoints—an approach that bridges gaps and helps organizations reach a new level of success.
Candice Cantelli Meklis, VP LS & FP&A Practice, Archetype Consulting
Bart Troch, Global Director, Finance Systems, Akamai
Measuring the Success of Your FP&A Team
High performing FP&A teams have the unique ability to add significant value to an organization’s performance, but how can this be measured? An experienced practitioner panel discusses insights from APQC/AFP benchmarking research on how FP&A teams measure success, using qualitative and quantitative measures. This interactive session gives attendees the opportunity to share their experiences while discussing best practices for measuring the value that FP&A brings to their organization.
Craig Anderson, FP&A, Vice President, Finance, Tunein
Rachele Collins, Ph.D., SHRM-CP, SPHR, Principal Research Lead, Financial Management, APQC
Mariya Guttoh, FP&A, VP, FP&A Manager, Bank of the West
Kevin Lennon, FP&A, Director of Finance, Aveanna Healthcare
Carmen Turner, FP&A, Sr. Finance Manager, Sales, McGraw-Hill Education
New Training Tools to Upskill Your Team
The use of digital technologies is all the rage across Finance. But how do you get an established workforce to buy into such an evolution? At Verizon, this involved forming small group training sessions that enabled employees to take an active role in applying Digital technology to their job. In this session, follow Verizon’s journey to implementing the training, conveying what that training entailed to employees, and how they used the output to bring the promise of Digital technologies into real work applications.
Jeff Altman, CPA, Director, Finance Leadership Development, Verizon
"Speedy Metrics" is a tactical demo/tutorial about how to visualize and create dashboards and metrics that convey information quickly and clearly. Become a positive disruptive force within your FP&A team - learn how to create WOW presentations through a case study on forecasting accuracy/MAPE using PowerBI. Regardless of your visualization tool choice in life, this session offers you a chance to make a bold operational impact and avoid common pitfalls.
Michael Powers, Sr. Manager, Treasury & Risk, Abt Associates Inc.
Building an Awesome FP&A Team: A Story of Innovation and Engagement
Are you tired of being called a ‘bean counter’ or ‘revenue prevention’? Are you and your team perceived as ivory tower staff that adds no value? It doesn’t have to be like that. Come hear the story of how a small FP&A team engaged within a fast-moving, high-tech business at a different level. Learn about how innovation, out-of-the-box thinking, continuous learning, and having some fun at work transformed a department of financial analysts and managers into an AWESOME FP&A team, that delivered on adding value, flexibility, and responsiveness.
John Merriman, Vice President, Finance and Accounting, Copper Mountain
Nevine White, VP Accounting, Hargray Communications Group
How FP&A and Treasury Can Help Beat the Street
To support a sustained shareholder value growth, finance practitioners must continuously decipher investor expectations, translate them into financial objectives and enable the company to meet and exceed them. Unfortunately, today’s financial literature and platforms do not provide the finance practitioner with the necessary tools to successfully perform this important role. This session clarifies these challenges, offers strategies for successfully addressing them and outlines the roles different finance functions play in deciphering investors’ expectations.
Vladimir Antikarov, CFO, Epione Biopharmaceuticals
Budgeting, Forecasting and Planning Best Practices
As FP&A practitioners, there is often a focus on the process without a strong discussion of how overall organizational strategy, people and technology play into the equation. This panel of experienced FP&A and financial systems practitioners shed light through lively conversation on what works well—and what could be going better, not only from a budgeting, forecasting and planning process perspective, but also from an organizational strategy, people and technology perspective. The group also shares its thoughts on what it takes to succeed, how to organize for success, and what pitfalls to avoid along the way.
Beth McLaughlin, Sr. Manager, Financial Systems & Business Process, Dunkin' Brands
Sarah Moriarty, Associate Director Financial Management, Harvard University
Kirby Lunger, Partner, Performance Architects, Inc.
Kelli Pircio, Sr. Director, Enterprise Data and Analytics, Vertex Pharmaceuticals
Exploiting the IT and Finance Partnership to Trailblaze Digital Finance
How often have you heard whispers of "the key to implementing new technology for finance is often to go off and do it ourselves and then beg forgiveness from IT. If we involved them from the beginning it would have been to slow, too costly and perhaps even stopped." We had a very different experience at Shell in our efforts to pilot and adopt market standard, cloud technology for our FP&A function. By approaching our market standard journey from the perspective of delivering strategic objectives for Finance, IT and General Management simultaneously; simplifying project governance to "two in a box" joint Finance/IT accountability; going all-in with Agile; and, partnering closely & openly with our technology provider and implementation partners, we delivered a project which showed us "the art of the possible," won prestigious internal awards & recognition and most importantly unlocked numerous opportunities to improve finance and business effectiveness and efficiency across our company.
Michael High, FP&A, CMA, Senior Finance Director - US Deep Water, Royal Dutch Shell plc
Danny Meyer, Global Deep Water GM IT Manager & Functions, Royal Dutch Shell
Using Scenario Planning
The pace of business in the 21st century changes rapidly and is even more unpredictable, yet most organizations rely on budgeting processes rely on an outdated blueprint requiring a great deal of assumptions. FP&A teams are replacing this blueprint with robust scenario planning processes to help their organizations become faster at recognizing changes and assessing when and how plans should be modified to protect against risk. Attendees get a view of DFA’s scenario planning integration process and best practices for implementation. Through small group exercises further understand strategies for applying scenario planning.
Steve Player, Managing Director, Live Future Ready
Mark Regier, Vice President of Finance / Head of Planning and Analysis, Dimensional Fund Advisors LP
Integrated Business Planning & Analytics at HPHC: Leveraging the Power of the Cloud
Harvard Pilgrim Healthcare (HPHC) invested in a cloud-based modeling, planning and reporting solution to replace an antiquated software platform that no longer supported the needs of the business. A rise in business complexity, competitive dynamics, and profitability pressures required better visibility into the drivers of financial performance, better transparency and flexibility in cost allocations. Learn how HPHC significantly improved the efficiency and effectiveness planning and reporting, enhanced profitability analytics, and delivered high impact data visualization and management reports while successfully driving change management and adoption.
Philip Peck, Vice President Finance Transformation, Peloton Group
Kate Stansky, Director Budget and Cost Control, Harvard Pilgrim Health Care
Finance’s Evolving Role: The Importance of Transformation and Digitization to Finance
Finance organizations are changing quickly, shifting to include more non-traditional functions and leading the charge in overall business strategy and investment priorities, including digitization, the enablement of process automation, cloud computing, data visualization and advanced analytics. Teams are forced to become more technically skilled and knowledgeable, while still using the tools and methods of decades past. Taking you through the challenges and gains of their own finance transformation, Amex shares how they built a reliable roadmap and created data and technology strategies that supported a successful transformation.
Scott Nitschke, Vice President, Finance Transformation, American Express
Karl Johnson, Director - Finance Data Architecture, American Express
Now Playing: AI, ML and Finance in Real Life
FP&A professionals who want to accelerate their business processes should look at AI as a must-have tool in their planning toolkit. AI simplifies and automates customer-level planning and creates new insights and a more accurate predication/plan. One company applied AI to their customer data and have been able to increase the level of their planning accuracy by 10-20%. This interactive session avails the potential added value of AI for FP&A in four areas: data cleansing, forecasting and prediction, categorization and scoring, and driver-based planning.
Liran Edelist, President, Jedox
Jamie Cousin, Manager of Financial Planning and Analysis, ServiceMaster
Rahim Shakoor, Controller, Docker, Inc.
Naveen Singh, CEO, Centerid
Emerging Technologies & Financial Planning: What Actually Works!
Organizations have started to leverage emerging technologies like big data, machine learning and artificial intelligence to compliment and augment FP&A processes. Industry gossip indicates that everyone is leveraging these technologies as core components of their FP&A life, but is that really the case? Join this interactive session for a discussion of how FP&A teams have improved their forecast accuracy, more easily managed and expedited the close process, and better engaged with business partners using components and facets of emerging tools, technologies and concepts.
Tom Blakeley, Associate Director, Enterprise Applications & Analytics, Vertex Pharmaceuticals
Kirby Lunger, Partner, Performance Architects, Inc.
Avoiding the Deadly Sins of Incentive Compensation
Incentive compensation plans—sales commissions, executive bonus plans, MBO plans for managers and key employees throughout the enterprise—are a powerful tool for motivating and rewarding employees. However, poorly implemented plans can be expensive, ineffective, and even counterproductive. Join this highly practical discussion to learn about the many things that can go wrong with incentive compensation—and some guidance on how to avoid those disasters.
Randall Bolten, CEO, Lucidity