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Building Scalable Hiring Processes in Finance
Current and future headcount data is critical for a financial forecast but can become a massive time suck ๐ for FP&A teams if a scalable workflow is not created from the beginning. Lately, I’ve been working with two clients, one early-stage and one more mature, which has made me reflect on how to build a โ
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Follow up to ‘Building an FP&A team from 0 to 5’
Last week, I wrote about growing an FP&A team from 0 to 5, based on my experience. This week, I hand-picked sources, added them to Googleโs NotebookLM, and used the software to summarize insights. By selecting the sources myself, I avoid the โaverage answerโ that AI models like ChatGPT might provide. Next, I curated the โ
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Building an FP&A team from 0 to 5
Last week, somebody asked me about how I would build an FP&A team from 0 to 5.ย Here is how I would approach it. ๐๐ถ๐ฟ๐ฒ ๐๐ต๐ฒ ๐ฅ๐ถ๐ด๐ต๐ ๐๐ถ๐ฟ๐๐ ๐ง๐ฒ๐ฎ๐บ ๐ ๐ฒ๐บ๐ฏ๐ฒ๐ฟStart by hiring someone with a broad skillset who is eager to learn and comfortable taking on everything. Strong financial modeling skills and the ability to build โ
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Maximizing G&A Efficiency: Cost-Cutting Strategies (Cost Savings 2 of 3)
When the pressure is on to reduce costs, G&A often finds itself on the chopping block. Itโs seen as an easy target (โjust overheadโ), but this view can be oversimplified and even misleading. This is the second post in my series on cost-cutting strategies. In the first I covered how to cut costs without โ
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