FP&A, reporting and the financial close
Producing the numbers and being able to explain them are different jobs, and in a growing company they end up with different people. These guides cover what each report is for, who should own it as you scale, and what breaks when the wrong person does.
The questions finance leaders ask
3 guidesThe components, the accruals basis that makes a profitable month and a bad cash month perfectly compatible, and the split in who owns the statement as a finance function matures.
Read the full guideRarely the accounting. Usually manual pulls from several systems and reformatting for the board, which is assembly rather than analysis, and it eats the time that should have gone into explaining the numbers.
Read the full guideFinancial planning and analysis as a function rather than a job title, why it is the first thing to slip when a finance team is stretched, and the hire that fixes it.
Read the full guideEvery guide in FP&A, reporting & financial close
18 guidesThe full set, 18 guides. Each one is written from the recruiter's seat, for the Australian market.
- Accruals
- Balance sheet structure
- Board reporting
- Disadvantages of AI in finance
- End of financial year checklist
- Finance business partner
- Finance variance analysis
- Financial consolidation
- Financial dashboard
- Financial governance
- Financial transformation
- FP&A manager
- FP&A meaning
- How to read a cash flow statement
- Month end close
- Profit and loss
- SaaS FP&A
- Strategic finance
Not sure who should own this?
Tell us what your finance function looks like now and what the board is asking for. We will give you an honest read on the role, the level and the range, before you commit to a search.