Financial Planning & Analysis
(Limited to FP&As and FP&A Corporate Practitioners)
Hear from Jer Thorp at this luncheon for FP&A practitioners.
(Limited to FP&As and FP&A Corporate Practitioners)
Join us for a moderated group discussion addressing the hottest topics in the FP&A world.
Sponsored by Anaplan, Host Analytics, Adaptive Insights
(Limited to FP&As and FP&A corporate practitioners)
Network with other finance practitioners involved in FP&A strategy or FP&A operations.
Planning, Business Simulation and Analytics at the Speed of Thought
How do you move away from an inefficient planning and reporting process, a highly-fragmented technology platform, and dependence on offline Excel models? Navistar, a leading global manufacturer of commercial trucks, buses, defense vehicles and engines, transformed their core modeling and planning processes and redesigned their technology platform. Their journey took them through a revamp and simplification of their allocation process and profitability models, an enhanced Price Volume Mix (PVM) analysis, implementation of purpose-built planning applications and more. Attend this session to discover best practices from Navistar's achievement, and how they overcame challenges along the way.
Mohammad Safdar Mahmood, Director Finance, Navistar
Philip Peck, Vice President - Advisory Services & Finance Transformation, PELOTON GROUP
Predictive KPIs: The Future of Corporate FP&A Success
Key Performance Indicators (KPIs) are valuable in monitoring and measuring performance to enable focused execution and development of corporate strategy. As a cloud vendor, Oracle requires a unique set of predictive KPIs to measure and monitor its performance, ranging from bookings and renewal rates to demand and billing schedules. Hear how Oracle builds and utilizes predictive KPIs within the technology sector that can be applied across all industries and markets. Attendees will learn how to identify short-and long-term predictive KPIs that matter; how to report on those KPIs to provide insightful, actionable information; and why predictive KPIs are becoming essential building blocks to corporate FP&A success.
Matt Stirrup, Vice President Finance, Global Customer Support Services and Corp FP&A, Oracle Corporation
Richard Meza, Chief Financial Officer, San Diego Tourism Authority
Building a World-class FP&A Department and Designing it for the Future
FP&A plays a central and critical role within the organization. As such there are key initiatives that must be considered in building a new high performing FP&A team. This session provides attendees guidance and strategies for building a FP&A organization; including exposure to tools that show how to strategically structure and build a blueprint for a new or developing department. Attendees walk away with the toolset and framework to plan the evolution of their FP&A department.
Emily Holesinger, Director of FP&A, U.S.Xpress, Inc.
Aligning Strategy and Execution with Enterprise Performance Management
The role of the modern CFO has expanded to include strategic leadership, organizational transformation, performance management, and capital allocation, resulting in a lack of integration in many companies. To better enable organizational decision-making that aligns strategy and execution, the CEO must approach strategy formulation and performance monitoring as part of an integrated performance management framework. Explore how to utilize an enterprise performance management (EPM) solution to successfully bridge the gap between strategy and execution and systematize business planning and consolidation, profitability management and compliance in this engaging session.
James Perry, Director of EPM Practice Strategy, Infor
Lee Johnston, Vice President - Finance & Corporate Strategy, LT Apparel
Real Finance Transformation in Action
RCI has engaged a fast-paced transformation of its processes to deliver game-changing productivity and lead to a real focus on innovation. Key to their success is the investment focus in their people before technology. By empowering the team to master their data and be efficient at all levels, RCI is triggering wide spread game changing behaviors and has started a true pivoting of its finance team. This informative session provides attendees with a strategic roadmap and lessons learned for driving transformative change within the finance organization.
Francois Peltier, General Manager Open Innovation, RCI Bank and Services
Role Rotation: FP&A Embraces Diversity of Thought
What skill set is needed for an effective FP&A team? All of them. A robust FP&A rotational program creates the fundamental training needed for FP&A operations while offering an overarching viewpoint many technical professionals lack. Role rotation aids in the development of diverse business partnerships, creates advocates for the group, and returns more well-rounded and commercially-focused individuals to their post-rotation role. However, it isn’t as simple as moving people in and out of the group. In this session, attendees will learn how Chesapeake Energy uses its rotational program to successfully develop individuals and create investment advisors throughout the company.
David Adams, MBA, Manager - Financial Planning & Analysis, Chesapeake Energy Corporation
John Bryan, FP&A Supervisor, Chesapeake Energy Corporation
Scenario Planning & the Use of What-if Forecasting Models
Using rolling forecasts to integrate scenario planning can provide valuable information when making management decisions. Scenario planning allows “what-if”situations to be built into a model to produce a large array of potential outcomes, while rolling forecasts focus on agile responses from the business groups to provide an up-to-date view of the firm's financial and/or operational status and a more accurate view of the next 12 months. Attend this session to hear about the benefits of integrating these approaches into your organization.
Mark Regier, Vice President & Manager, Planning and Analysis, Dimensional Fund Advisors
Successfully Implementing Rolling Forecasts
Implementing a rolling forecast is a challenge for organizations of any size, but is a strategy that better supports management decision making. This case study explores the process of applying a rolling forecast from an FP&A leader who steered her organization through this change effort and ultimately eliminated the annual budget. Discussion includes a review of best practices to avoid the common pitfalls many companies encounter and key design decision points required to successfully implement a rolling forecast.
Steve Player, Managing Director, Live Future Ready
Nevine White, Executive in Residence, Beyond Budgeting Round Table North America
Building a Strategic FP&A Organization
Today, 80% of the FP&A team’s time is spent on operations and control activities and only 20% is spent on financial performance. How then can finance be the strategic partner the organization needs? This session discusses how teams can streamline the planning process, achieve greater engagement and ownership with the business, and ultimately integrate into the strategic business planning to be that strategic partner. Attendees learn the steps required to transform their work groups into a strategic finance organization, including a methodology to deconstruct the FP&A process to identify business-critical areas for optimization.
Robert Hull, Chairman & Founder, Adaptive Insights
Jon Nguyen, Vice President, Finance (FP&A), Mitchell International
Addressing Cash Forecast Challenges
Setting up a direct cash forecast can be challenging. First, FP&A plans and forecasts tend to be accrual-based, and getting providers to supply cash-based forecasts can be onerous. Second, a 13-week forecast requires weekly inputs for both forecasts and actuals. Third, good systems need to exist to provide cuts of the data that help to compare variances and improve forecasts. Attend this session to learn how to get around these challenges, including the use of inputs from people rather than systems to drive home accountability, weekly presentations and analyses of the forecasts to highlight risks and potential upsides, and close coordination with FP&A to reconcile differences to the company plan and leverage inputs.
Saumya Mohan, Americas Region Treasurer, Tesla Inc.
Success Story of FP&A Leading the Analytics Revolution by Escaping Data Drudgery
Spending 80% or more of your time creating advanced models leaves little remaining to develop the actionable insights and metrics that shape your organization’s strategy. FP&A professionals have a unique knowledge of business and data that puts them in a position to drive strategy, but many feel that they’re hampered by an excel nightmare when trying to link data from multiple sources. Attendees of this session walk away with strategies for expanding their team’s ability to quickly produce insights, analytics, metrics, and dashboards for all levels of the organization.
Jonathan Crane, FP&A, Senior Manager FPA, Hamilton Company
Khaled Chowdhury, FP&A, Corporate FP&A Manager, KMG Chemicals
Supercharging Strategic Finance: Aligning Corporate Strategy Using Modified ZBB
The Indianapolis Museum of Art (IMA) faced a serious challenge: how to create a system that accommodates multiple business units with vastly different outcome measures; a multi-year R&D process that doesn’t fit in to a traditional budgeting framework; and management tools that are accepted and utilized by staff, senior management, and the Board. What they developed was a budgeting and analytic framework that solved a complex institutional problem. Discover how they did it as the IMA presents their case study — based on a unique set of internally-developed tools (Business Unit Analysis 2.0) that integrates a modified zero-based budgeting process with an FP&A framework — in this highly informative session.
Hannah Harris, Financial Analyst, Indianapolis Museum of Art
Jeremiah Wise, CFO, Indianapolis Museum of Art
Forecast Accurately in Uncertain Times
Ensuring the accuracy of forecasts is not only achievable, but critical to building credibility with investors. All industries experience uncertainty and volatility and the Oil & Gas industry is no different with prices ranging between $108 and $26 per barrel in recent years. This session discusses the application of analytics and proven tools to improve the accuracy of forecasts with a focus on accountability and performance management to deliver results. Attendees walk away with best practices for creating accurate forecasts in the face of uncertainty that include the application of the balanced scorecard and execution tree tools.
Antonio Morales, CTP, Director, FP&A Latin America, Baker Hughes Incorporated
Integrated Business Planning: Connecting Finance and Operations
Achieving and maintaining a truly connected organization requires you to make quick course corrections while maintaining organizational alignment and meeting investor expectations. Integrated enterprise planning, the next generation of real time, is helping companies operate with more speed, precision, and collaboration. Learn about how DaVita Kidney Care orchestrated an integrated business planning approach across Finance and Operations, and explore how your company can, by starting small and taking it one step at a time, ultimately up-level the people, processes, and technology that allow you to pivot rapidly to meet shifting business demands.
Brannan Schell, Director, Finance Innovation Team, DaVita Kidney Care