This article offers advice on how to survive, and even thrive, during tough economic times.
Business planning, budgeting and forecasting
Meaningful and easy-to-understand financial projections can bridge the communication gap between investors and entrepreneurs.
What can FP&A professionals learn from a famous Super Bowl play? And what’s the role of storytelling in FP&A? Learn more in this podcast episode.
Integrating risk management and financial planning and analysis can offer new insights that could affect business projections.
By starting with specific outcomes in mind in their budgeting process, not-for-profits can make themselves more attractive to detail-oriented, impact-driven donors.
Brandy Amidon, CPA, the CFO at South Carolina marketing and creative agency Brains on Fire, found a way to hold employees’ interest and get them to care more about the organization’s profitability.
A health care reform expert discusses what will come next and what accountants need to know about it.
Automation is inevitable, but its impact won’t be felt evenly across the globe.
A disciplined budgeting approach helped not-for-profit Ducks Unlimited overcome serious financial concerns following the most recent recession.
This article examines how controllers can address technology issues, budgetary constraints, and more.
The Brexit referendum underscores the need for companies to be ready for upheaval through robust scenario planning.
A strong foundation and structure can help not-for-profits reach their full potential. Appropriate business practices can help these organizations develop the governance, strategy, and fundraising prowess they need to survive and thrive.
This column highlights some of the top economic trends to be mindful of in 2016, and ways they will affect CPAs.
Overall optimism among U.S. finance executives in business and industry took a slight quarterly dip, but sentiment remains positive compared with previous first quarters in the post-recession era, according to an AICPA survey.
Finance professionals are taking on strategic duties in addition to traditional reporting and compliance roles, and they’re becoming more influential in their organizations. But they still have an opportunity to make improvements, particularly when it comes to the use of forecasts.
Carol Kenner, CPA, CGMA, knew her company’s financial statements backward and forward. Every number on every page made sense to her. But not everyone at Solix Inc., the New Jersey company where Kenner is CFO, knew what the numbers meant.
For more than a decade, Tim Quinn, CPA, CGMA, negotiated the tedious, back-and-forth magic of building the annual budget for Northern Quest Resort & Casino. Every year, it was the same time-consuming endeavor: Quinn, the company’s vice president of finance, would send out budget worksheets to 45 department heads. The
A mere accounting professional is not the same as a full-fledged finance professional. At least that’s how consultant David Axson sees it. The more evolved finance professional, Axson says, considers the business environment, embracing its volatility, and then adapting to it. “Being comfortable with uncertainty is, to me, the difference
When it comes to budgeting, accountants should stop presenting the numbers and letting others analyze what those numbers mean. If accountants don’t change, warns consultant Steve Player, CPA, CGMA, they’ll lose relevance and possibly lose jobs. “It’s our process that’s broken,” Player said. “We’ve got smart people in finance doing
Fears of a “double-dip” recession in 2012 may have subsided, but the overall economic forecast remains uncertain. Therefore, companies are looking beyond organic, internal growth to external growth sources to bolster company performance. A recent study by The Boston Consulting Group (BCG) touted the power of acquisitions for growth during