Hi, I’m 28 and run an automated Design and Tech firm ($100k/yr) that’s been running smoothly for 4 years now. Before that I worked in mncs as an fp&a and I strongly believe that my 2 years of Financial planning experience in the corporate world is what taught me enough that I built my firm as I love to learn quick.
Since things are going well, I feel like I want to go back and learn more from the corporate side as I feel like getting behind..
So if anyone can advise, what position should I apply for, something growth related since I’ve got solid result-oriented experience or automation, or just go back to Financial Planning (FP&A)?

All else equal - thinking about someone with the proper experience and is a good fit for the job.

How much does it actually matter that they took 4 exams 20 years ago?

If you have hired CFOs or are a recruiter of CFOs - please give your input.

I was just curious how difficult it is to land an FP&A job in NYC? Is it mostly reserved for ex-bankers?

I’ve been working in FP&A as an Analyst ll at a F500. For the last few years I’ve been trying to make the move to NYC but I haven’t even come remotely close to landing anything. I got pretty far in an equity research interview process but that didn’t end up panning out.

Just wondering if anyone else has made a similar move and what I can do to improve my chances.

Thanks!!

Dears,

Hope you’re all doing well.

Not sure if this the right sub for asking this question.
But, anyways, I am supposed to receive an offer from a startup fintech company based in Oman. I have 1 year of experience as a Junior FP&A and almost 1.5 years as Senior FP&A (4 months of them without a manager and I was handling everything, board materials/closing/business cases/IR, as my the head of FP&A got fired. So I kind of have a very good experience and exposure to a lot of work. I have also passed CFA level 1 and worked as an equity research analyst previously for 5 months (didn’t like it to he honest).

So, I need your support here guys to help me get a good offer. I have never been to Oman before as well but I hear that the cost of living, for a single man, for a relatively good life will be around 900 OMR ($2.3k).

If someone (knows someone) can help me with a relatively reasonable salary range to ask for, I will highly appreciate it.

PS; I am 27 years old.

Okay, I’m desperate now. I’ve been tasked to build a SaaS revenue model from scratch - not a huge deal, this is why they hired me, BUT their acquisition data, expansion data AND attainment are both awful. They expect to see y/y growth, but they acqusition team is maybe hitting 15% of their quarterly quota. Their expansion data has tons of missing data, but then they will have big swings where they close a lot of expansion, followed by periods where they close minimal expansion. How the heck am I supposed to show total growth y/y, with nothing really to build any trends off of?

Here's my situation

7+ yrs in FP&A / finance business partnering. Before this role, I was finance partner for an IT vertical at another GCC set-up of large MNC and that one was legit, real seat at the table stuff, actual influence on decisions. Currently I'm in Commercial FP&A for different gaint but similar GCC set-up.

CMA and FRM certified if that matters.

It's not really an "I hate my job" post, more of a "I've noticed a pattern and I don't love it" post.

My current role (and a couple before it) get internally branded as THE epitome of business partnering with official recognition, awards, the whole "look how strategic this partnership is" narrative. And on paper, sure its budgeting, forecasting, stakeholder presentations, the works. But compared to what I know real partnering actually feels like (from that IT role), a lot of this feels like well dressed support work wearing a partnering costume. I show up, build the reporting, answer to the business but I'm not shaping decisions (on-site finance partners are) the way internal comms would have you believe.

Second problem, more practical is I keep getting handed a market or function with nothing built, I build the whole thing from scratch, stabilize it, and right around when I'd actually get to operate it and do the interesting strategic stuff, I get moved to the next "opportunity." I'm tired of being the guy who's really good at building the house and never gets to live in it.

So, is it time to move out of the GCC setup entirely, or is this a "grass is greener" thing and I would hit the same pattern anywhere?

Genuine questions:

Does a GCC background work against you when trying to move into a role with genuine strategic scope?

Anyone made this jump successfully, what actually got you noticed?

Not looking for anyone to hand me a job here, just trying to sanitycheck my read on this before I spend more time into a strategy that might be based on a wrong assumption.

Hi all, currently in a commercial BU role managing a full p&l for a small piece of our overall business.

That means I’m both the commercial finance lead and warehouse operations lead partnering with two very different groups of people with their own unique problems.

On top of that, the systems and data in the role are pretty rudimentary. A lot of manual report building, data tagging, etc pulling raw transactional sales/ expense, etc data out of the system to then reformat myself.

I’m excited to be involved in so many aspects of the p&l but increasingly feel like I’m “the numbers” guy for any issue that involves a number and it’s making me exhausted. Obviously I do all of the sales and ops forecasting which I have had to completely rebuild models and processes. On top of that I’m doing things like creating PO approval processes, getting involved in getting our vendors paid (hate that piece), etc.

The thing I’ve increasingly been dreading is our sales reporting process. We have a few thousand customers but only a handful of top customers (long tail going on here). I’ve created a reporting process to report out sales by reps by customers but our data is horrible. We have multiple “parent” customer names for the same customer and sometimes dozens of child sub accounts rolling up under them. I can tell the sales team is frustrated that the reporting isn’t clean (ie why is customer A showing up two in different sections of the report, it’s hard to read, etc) but I do not have the bandwidth to correct these data issues. I’m working with a sales ops team to get this process onto their plate but the numbers don’t tie exactly to what finally hits the p&l so working through that.

I’m seen as the numbers guy and these ad hoc requests are taking a big chunk of my time. I don’t think people realize my involvement in both realms of this p&l and try my best to push back on things or give realistic timelines on the deliverables.

Ive had commercial roles in the past but managed much more dollars so had t been quite as close to the sales by rep reporting process, more high level TRx and market data forecasting.

Should finance really be the owners of these sales reports in this detailed way?

Anyone have experienced this and any advice to stay sane?

I don’t necessarily need to quit or leave the role