CFO and FP&A Leads

Drew Aldridge's reaction on Oana Labes's post

Good investments can still break a company. I worked with a CEO who wanted three things at once. Bigger team. A new facility. A new product line. Each one made sense on its own. His CFO said it fit the budget. Then they modeled all three together on Financiario - The Connected Financial Intelligence Platform And saw the plan breached two covenants in month 14. So they made some changes. Same investments, new order. Hiring phased over 18 months.  Facility delayed one quarter.  The product lin

Melik Khoury's comment on Oana Labes's post

Oana's line belongs on the wall of every boardroom. Growth doesn't fund itself. A strategy without a working capital plan is a wish with a budget attached.

Budo Bunul's reaction on Oana Labes's post

Growth consumes cash before it returns any. Win a bigger order and the money leaves first. Raw materials. Labor. Freight. Storage. The customer pays sixty days after that. Scale that gap and it stops being a timing issue. Want to learn this and more? Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk Let's break it down. What actually happens when revenue climbs: 1/ Inventory expands ahead of demand You buy for the forecast, not the invoice. More volume m

Jon Barhorst's reaction on Oana Labes's post

Growth consumes cash before it returns any. Win a bigger order and the money leaves first. Raw materials. Labor. Freight. Storage. The customer pays sixty days after that. Scale that gap and it stops being a timing issue. Want to learn this and more? Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk Let's break it down. What actually happens when revenue climbs: 1/ Inventory expands ahead of demand You buy for the forecast, not the invoice. More volume m

Sam Sammane's comment on Paul Barnhurst's post

Paul Barnhurst Knowing what can be probabilistic and what has to be deterministic is the exact tension in FP&A right now.

Sareena Mann's comment on Carl Seidman, CSP, CPA's post

Carl, healthcare spend is a useful real-world case for cash-flow scenario planning: payment timing and provider choices matter alongside the annual budget. Sanenta helps self-funded employers turn claims insights into provider sourcing and direct contracts. Would you be open to a practical webinar or content partnership for your finance audience on modeling those options?

Bernard Brozek's reaction on Oana Labes's post

What gets measured gets managed. But CEOs and CFOs are constantly measuring the wrong things. They track revenue, EBITDA, and headcount, and miss the metrics that anticipate problems. That is how growth stalls, churn accelerates, and your best people leave before you see it coming. 👉 I break this down live with Ramp on Wednesday, October 14 inside my free masterclass - The KPI Playbook. . Save your spot: https://lnkd.in/dWSjRG6K The strongest CEOs watch their business through 4 perspective

Jackie Ho's reaction on Nicolas Boucher's post

I watched every Copilot in Excel video I go deeper on Copilot in my free masterclass: https://lnkd.in/erWiYedt There are hundreds of Copilot in Excel videos on YouTube Most repeat the same basic prompts So I spent the time watching them to find the ones that actually teach practical finance use cases Here are the 10 videos worth your time 1: How Copilot is changing finance work - by Nicolas Boucher - A great starting point if you're new to Copilot 2: Building real financial models - by Jos

Daniel Livvarcin's reaction on Nicolas Boucher's post

100 Claude shortcuts CFOs use every week Most CFOs are still typing full paragraphs into Claude Download the full cheatsheet here → https://lnkd.in/eJrmGUDF 100 ready-to-use shortcuts organized by what you actually do every day in finance. 📌 Explain & Analyze (1-25) - ELI5 [financial concept] — plain-language explanation, no jargon - TLDR [paste document] — long reports compressed into the shortest accurate version - VARIANCE ANALYSIS [paste data] — structured budget vs actual with likely dri

Johana Schwartzman's reaction on Paul Barnhurst's post

I’m happy to share that I’m starting a new position as a Contributing Writer at Forbes! Forbes recently asked if I would be interested in writing for them, and I immediately said yes. I would be lying if I said I was not shocked when the invite came. I have never considered writing my strong suit, and if I am honest, it is one reason I love podcasts. It is all verbal; no writing involved :) Nonetheless, I am excited for the opportunity and challenge of writing for Forbes. I look forward to

Mette Erbs's reaction on Nicolas Boucher's post

Most finance pros are using AI. Almost none of them are saving any time: They still work too many hours because they don't know how to use it to redesign their most painful tasks: - Reconciliations are still done line by line - Collections follow-ups are still typed one at a time - Cash forecasts are rebuilt from scratch every month - Board decks are reformatted on a Sunday night It's time to change this, and start proving ROI from AI. Join me on Tuesday October 13th - at the CFO Connect Su

Paul Waldner's reaction on Nicolas Boucher's post

24 Claude Skills for finance (save this before your next close) Join my live masterclass 👉 https://lnkd.in/emSyMuRV A skill is a set of instructions Claude follows each time you need it. You write it once, and Claude does the task the same way every month. There are 3 types: 1. Built-in Excel, PowerPoint, Word and PDF files. On top, skill-creator lets you build a new skill just by chatting. 2. Finance & data plugins Variance analysis, reconciliation, journal entries, month-end close, financ

Rita Sebastian's reaction on Oana Labes's post

IRR vs. NPV. It’s Apples vs. Oranges Here’s what you need to know if you’re looking to analyze your investment opportunities: ➡️ IRR answers “What’s the rate of the expected return?” ➡️ NPV answers “How much is the expected return?” >> % IRR represents the percentage rate of return at which the net present value of costs (negative cash flows) and benefits (positive cash flows) equals zero (the discount rate for which NPV = $0). >> $ NPV represents the dollar value of an investment today, t

Vahid Sadeghpour's reaction on Oana Labes's post

IRR vs. NPV. It’s Apples vs. Oranges Here’s what you need to know if you’re looking to analyze your investment opportunities: ➡️ IRR answers “What’s the rate of the expected return?” ➡️ NPV answers “How much is the expected return?” >> % IRR represents the percentage rate of return at which the net present value of costs (negative cash flows) and benefits (positive cash flows) equals zero (the discount rate for which NPV = $0). >> $ NPV represents the dollar value of an investment today, t

Todd S.'s comment on Nicolas Boucher's post

RESOURCES

Alexis Cespedes's reaction on Nicolas Boucher's post

7 Resources Every Finance Professional Should Master in 2027 👉 Comment "RESOURCES" and I'll send you the link to all 7 I'm limiting this to the first 100 comments, so be quick Every year I talk to hundreds of finance professionals, and I hear the same thing: "I know I need to upskill on AI, but I don't know where to start" So I built 7 free courses that cover exactly what will separate the top 1% of finance pros from everyone else in 2027 Here's what's inside: 1. Free AI Finance Course 2.

Molly Gunderson's reaction on Paul Barnhurst's post

I’m happy to share that I’m starting a new position as a Contributing Writer at Forbes! Forbes recently asked if I would be interested in writing for them, and I immediately said yes. I would be lying if I said I was not shocked when the invite came. I have never considered writing my strong suit, and if I am honest, it is one reason I love podcasts. It is all verbal; no writing involved :) Nonetheless, I am excited for the opportunity and challenge of writing for Forbes. I look forward to

Tom Powell's reaction on Nicolas Boucher's post

Reconciliations, collections chases, and board decks still eat your week You can now build 3 AI agents that handle them for you Join me and Concourse for a free masterclass this Thursday → https://lnkd.in/e_83XBdn Here are the 3 AI agents I'll show you how to build: Agent #1 → Cash Dashboard Agent ↳ Drop in your bank statement and invoices ↳ AI reads, matches, and flags what's unmatched ↳ You get a complete reconciliation workpaper back Agent #2 → Collections Agent ↳ Export your open AR fro

Deborah B.'s reaction on Oana Labes's post

Most forecasts are last year with optimism. Take the prior year, add ten percent, call it a plan. That's history with a trend line. It builds your future out of your least ambitious ingredient: what already happened. Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk  Strategic planning runs the other direction. Let's break it down. 1/ Start at the destination. What should this company be worth? When do you want to own it outright? What exit, buyback, or di

Jonathan Basalyga's reaction on Oana Labes's post

Covenant compliance is a quarterly calculation. Cash obligations run every single day. Most CEOs read the first and assume the second. Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk  A second-generation manufacturer stayed profitable every quarter. $35M in revenue. Projecting $50M and climbing. The cash conversion cycle had been expanding for two years. Nobody was watching it. By the time it surfaced, the covenants were breached. The bank sold assets to

Alexandre Labreche's comment on Paul Barnhurst's post

This is awesome!! We can’t wait to have you 🚀

Erika Brodnock's reaction on Oana Labes's post

Growth consumes cash before it returns any. Win a bigger order and the money leaves first. Raw materials. Labor. Freight. Storage. The customer pays sixty days after that. Scale that gap and it stops being a timing issue. Want to learn this and more? Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk Let's break it down. What actually happens when revenue climbs: 1/ Inventory expands ahead of demand You buy for the forecast, not the invoice. More volume m

Steffen Rudolph Kræmmer's reaction on Anders Liu-Lindberg's post

One last dance with Business Partnering Institute. We just got our fifth Gazelle for 2026, for the fifth year in a row! Few Danish companies can claim that... Earlier this year, BPI became a part of Implement Consulting Group, but the Gazelle award is based on 2025 performance. Last year, we had our best year ever - both top- and bottom-line - despite spending most of the year charting the course for the future of the company. It's difficult to describe how proud this achievement makes the te

Debra S.'s reaction on Nicolas Boucher's post

10 prompts that turn Claude in Excel into a finance powerhouse I put my best 100 Claude tips in one place: https://lnkd.in/eUTk9UR2 Most finance professionals type "analyze this data" into Claude in Excel and get a vague summary back. The problem is never the tool. The problem is the prompt. Here are 10 prompts I use regularly: 1. Build a scenario planning model with dynamic assumptions and a comparison graph 2. Build a financial model from scratch with revenue, churn, and net subscriber pr

Thomas Beauford Jr's reaction on Oana Labes's post

Cash flow gets praised in theory. Yet these 7 rules are skipped in planning meetings, growth decisions,  and operating reviews all the time. Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk That creates pressure long before the P&L shows any warning. Because cash is a sequence. And every operating choice changes that sequence. These are the rules that deserve closer attention: 1. Cash in the Bank Is Not Capital ↳ Idle cash can disappear fast when oblig

Marcell Faller's reaction on Oana Labes's post

Cash flow gets praised in theory. Yet these 7 rules are skipped in planning meetings, growth decisions,  and operating reviews all the time. Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk That creates pressure long before the P&L shows any warning. Because cash is a sequence. And every operating choice changes that sequence. These are the rules that deserve closer attention: 1. Cash in the Bank Is Not Capital ↳ Idle cash can disappear fast when oblig

Almir Kulin's comment on Oana Labes's post

The first year we read our own balance sheet properly, the "profit" we were about to draw was sitting on two pallets of slow-moving stock and in the receivables of a customer who pays at 90 days. Paying the next supplier invoice from the credit line would have been exactly the abuse you describe, so the dividend waited, and the stock moved first. Oana Labes, MBA, CPA

Kevin Trotman's reaction on Oana Labes's post

Nine questions move your multiple.  Most CEOs rehearse the pitch instead. I've enabled over $500M in mid-market capital over the past 17 years.  This is the due diligence that decides whether the LOI price holds. All nine test the quality and durability of your cash flow.  And the answers set the multiple before the pitch ever lands. Save your spot for my live executive masterclass this Thursday: https://bit.ly/44kKJAk  1/ "What survives when we strip the add-backs?" They are testing wheth

Neel Patel's reaction on Oana Labes's post

Nine questions move your multiple.  Most CEOs rehearse the pitch instead. I've enabled over $500M in mid-market capital over the past 17 years.  This is the due diligence that decides whether the LOI price holds. All nine test the quality and durability of your cash flow.  And the answers set the multiple before the pitch ever lands. Save your spot for my live executive masterclass this Thursday: https://bit.ly/44kKJAk  1/ "What survives when we strip the add-backs?" They are testing wheth

Kevin Herkner's reaction on Oana Labes's post

Nine questions move your multiple.  Most CEOs rehearse the pitch instead. I've enabled over $500M in mid-market capital over the past 17 years.  This is the due diligence that decides whether the LOI price holds. All nine test the quality and durability of your cash flow.  And the answers set the multiple before the pitch ever lands. Save your spot for my live executive masterclass this Thursday: https://bit.ly/44kKJAk  1/ "What survives when we strip the add-backs?" They are testing wheth

Anil Pitalia's comment on Nicolas Boucher's post

CFO

Joseph Plazo's comment on Oana Labes's post

The line that jumps out is “together they break a healthy company.” Capital allocation often fails not because any one decision is bad, but because several individually rational decisions collide on the same balance sheet.

Darren Lister's comment on Nicolas Boucher's post

copilot

William Cordova's reaction on Oana Labes's post

Cash flow isn't something you react to. It's something you engineer. Most CEOs manage cash reactively. They cut costs when it's tight. Chase revenue when it's loose. Here's the reality: Cash doesn't run out overnight. It erodes slowly. Through Poor collections Undisciplined investments And mismatched financing. Most CEOs I work with are pulling one lever (usually revenue) while ignoring the other three. Let's break it down. 1️⃣ OPERATIONS (How You Generate) This is where most CEOs li

Meri Bendeliani's reaction on Nicolas Boucher's post

I typed "card cycle" into ChatGPT and got back a clean spreadsheet, a branded dashboard, and a boardroom-ready deck. From one messy Excel file. The trick is chaining ChatGPT Skills into a Super Skill. You build each one separately, then link them so the output of the first becomes the input of the next. Here are the 5 steps: → Build a clean-up Skill: consolidate messy tabs, keep only the columns you need, add an audit tab → Build a branding Skill: upload your brand guide once and it applies

Tommy Papas's reaction on Anders Liu-Lindberg's post

Most CFOs treat working capital as a housekeeping metric. It is actually the cheapest source of financing available to the business, and almost nobody prices it that way. The twelve levers sit in three places: 𝐆𝐞𝐭 𝐩𝐚𝐢𝐝 𝐟𝐚𝐬𝐭𝐞𝐫: every day of payment terms given away on a new contract is a day of free financing handed to the customer, usually without anyone noticing. 𝐏𝐚𝐲 𝐬𝐦𝐚𝐫𝐭𝐞𝐫, 𝐧𝐨𝐭 𝐟𝐚𝐬𝐭𝐞𝐫: paying five days early across the entire AP base, by accident, through fragmented processes, is a sign

Nevin Carrier's reaction on Oana Labes's post

How to analyze an income statement in 10 simple steps (bookmark for later) 1️⃣ Revenue Trends Is revenue growing consistently, or is it unpredictable? A business overly dependent on a handful of customers or products is vulnerable to market shifts. 2️⃣ Cost of Revenue & Gross Profit If costs are rising faster than revenue, profitability is at risk. Compare costs over time to spot trends that could erode margins. 3️⃣ Operating Expenses & Efficiency A company can be profitable but still w

William Roach's reaction on Nicolas Boucher's post

These are the top 10 videos about Copilot Which I think every CFOs needs to see + Free live masterclass: https://lnkd.in/eNDMPJ5S (Happening tomorrow!) Most finance teams already live in Microsoft tools Excel, PowerPoint, Outlook, Teams Dashboards, Reports, Models The opportunity is not learning “another AI tool” It is learning how to use Copilot inside the workflows you already run every day 1. Copilot for Finance: 5 Power Moves You’re Not Using By Nicolas Boucher Build models, audit result

Bani Brandolini's comment on Paul Barnhurst's post

Congratulations! 🎉

Greg Seaman's comment on Chris Ortega's post

Chris, Hope all is well. All of the SMB’s looking for this service please do your homework and ask the Fractional provider for proof of growth of previous customers and providing access to capital for their clients.

John Pettit's reaction on Oana Labes's post

Most CFOs can explain the last 12 months. Fewer are built for the next 60. Save your spot for my live executive masterclass on Thursday: https://bit.ly/44kKJAk  That gap is where enterprise value gets made or erased. Let's break it down. Mid-market CFOs are strong operators. Their constraint isn't accuracy. It's altitude. A CEO I worked with approved three investments at once. A hiring plan. A facility. A new product line. Each one fit the budget on its own. Modeled together, the plan brea

Janek Zimoch's reaction on Paul Barnhurst's post

The first tool we tested on the Modsquad was Tracelight. This week Giles Male, Ian Schnoor, CFA, CFM and I came full circle as we interviewed the CEO of Tracelight, Peter Fuller.   Tracelight has been one of the success stories in a space dominated by Microsoft, Anthropic, and OpenAI. Building against giants is tough, and it was something Peter did not expect. He told us in the seed-round memo he wrote to raise money that he never predicted Anthropic and OpenAI would build AI directly into E

Aleksander Misztal's reaction on Paul Barnhurst's post

The first tool we tested on the Modsquad was Tracelight. This week Giles Male, Ian Schnoor, CFA, CFM and I came full circle as we interviewed the CEO of Tracelight, Peter Fuller.   Tracelight has been one of the success stories in a space dominated by Microsoft, Anthropic, and OpenAI. Building against giants is tough, and it was something Peter did not expect. He told us in the seed-round memo he wrote to raise money that he never predicted Anthropic and OpenAI would build AI directly into E

Peter Fuller's reaction on Paul Barnhurst's post

The first tool we tested on the Modsquad was Tracelight. This week Giles Male, Ian Schnoor, CFA, CFM and I came full circle as we interviewed the CEO of Tracelight, Peter Fuller.   Tracelight has been one of the success stories in a space dominated by Microsoft, Anthropic, and OpenAI. Building against giants is tough, and it was something Peter did not expect. He told us in the seed-round memo he wrote to raise money that he never predicted Anthropic and OpenAI would build AI directly into E

Mark Shorr's reaction on Carl Seidman, CSP, CPA's post

Companies all over the world are challenged by roll-ups and consolidations. You think your company is unique? It's not. In this session, I’ll build the roll-up that solves common issues — department-level submissions rolling up through classic SUMIFS into a real P&L, shared-service centers allocated by driver, and a reconciliation process that closes the gap between the bottom-up total and the top-down targets. You'll see exactly where classic gaps come from and how to defend the adjustments

Scott Montgomery's reaction on Oana Labes's post

Most acquisitions destroy value. Because the evaluation was incomplete. Don’t miss my free executive masterclass on September 17: https://bit.ly/44kKJAk Here's the reality: Most CEOs evaluate acquisitions on revenue potential and gut feel. They underwrite the upside. They don't stress-test the downside. They miss hidden liabilities. They underestimate integration costs. They overpay for margins that were already compressing. And by the time the deal closes, the thesis has already started to

Kirk Tobias's reaction on Oana Labes's post

Most acquisitions destroy value. Because the evaluation was incomplete. Don’t miss my free executive masterclass on September 17: https://bit.ly/44kKJAk Here's the reality: Most CEOs evaluate acquisitions on revenue potential and gut feel. They underwrite the upside. They don't stress-test the downside. They miss hidden liabilities. They underestimate integration costs. They overpay for margins that were already compressing. And by the time the deal closes, the thesis has already started to

Lawrence Williams's reaction on Oana Labes's post

Most acquisitions destroy value. Because the evaluation was incomplete. Don’t miss my free executive masterclass on September 17: https://bit.ly/44kKJAk Here's the reality: Most CEOs evaluate acquisitions on revenue potential and gut feel. They underwrite the upside. They don't stress-test the downside. They miss hidden liabilities. They underestimate integration costs. They overpay for margins that were already compressing. And by the time the deal closes, the thesis has already started to

Martin Sokk's comment on Nicolas Boucher's post

100 shortcuts to make copilot fast :D at what point is the interface the problem?

Gal Danay's reaction on Oana Labes's post

Most CEOs think they have a great CFO. But give three CFOs the same bad number and you find out exactly which one you have. Let’s say Revenue fell 15% last quarter. 1️⃣ The bad CFO reports it. "Revenue fell 15%." The past already happened. Now you wait for help to make sense of it. 2️⃣ The good CFO explains it. "Revenue fell 15% because churn went from 3% to 6%" Now you know why. You still do not know what to do about it. 3️⃣ The great CFO sees where it ends and acts. "Revenue fell 15%

Andrew Mallinson's reaction on Oana Labes's post

Most CEOs think they have a great CFO. But give three CFOs the same bad number and you find out exactly which one you have. Let’s say Revenue fell 15% last quarter. 1️⃣ The bad CFO reports it. "Revenue fell 15%." The past already happened. Now you wait for help to make sense of it. 2️⃣ The good CFO explains it. "Revenue fell 15% because churn went from 3% to 6%" Now you know why. You still do not know what to do about it. 3️⃣ The great CFO sees where it ends and acts. "Revenue fell 15%

Daniel Mattissen Reimers's reaction on Anders Liu-Lindberg's post

Off to Raleigh, NC in the US on an early Sunday morning! Hosting a CFO roundtable on AI in Finance tomorrow… We’re gathering 20 CFOs from the local area in our office to discuss the latest developments in AI for Finance. But it’s not the topic, I look most forward to - it’s meeting the people, hearing their stories, and listening to what’s going on in their finance functions. Their stories shape my thinking, and I’ll bring them back home for our big CFO event in our Hellerup office on Thursda