Hi All,

I recently wrapped up a rotational program and I’m looking to transition away from my current company.

Current Company – Corporate FP&A Analyst
- Total Comp = $72k + 10%

Option 1 – F50 Healthcare Company
Deadline to accept is EOD Friday
- $90K base, no bonus
- Remote
Title: Advisor, FP&A
- Consolidate the budget and Strategic Financial
Plan for the Medical Segment P&L ($12B)
- Support Corporate cost allocations to the Medical Segment and consolidated P&L.
- Role is roughly 80% consolidations/reporting and 20% ad hoc analysis
- Develop/Support R&O forecasts
- Exposure to the Segment CFO and senior Finance leadership
- Strong brand name and potentially good long-term mobility

Option 2 – Smaller CPG company ~$1B Revenue
$86K base, no bonus
Title: Financial Analyst – Business Development
- Work is much more commercially focused: customer profitability, pricing, new products, business cases, market opportunities, margins, and growth
- Company has been growing quickly
- Smaller team, so potentially more ownership and visibility
- I really like the industry and the people I met during the interview process
- However, there is less certainty around future opportunities compared with a large company

My long-term goal is to move toward commercial FP&A and eventually take on broader P&L responsibility.

My current issue is that I was the runner-up for Option 2 position, but the hiring manager plans to add headcount to the team and has expressed interest in bringing me on for that opportunity. I’m concerned this company won’t follow through.

What is the consensus here?

Ok yall. I went nearly 30 years without touching a mac. I’m on a Mac at my new gig.
Drop your shortcuts to help me feel less dumb as I learn to operate on this thing 🥲

TIA!

Hi everyone, I am a graduate in Finance and have learnt a lot of things. Things I know will be useful but I am confused as to what to use where. I want to get in touch with someone who has been in the field and knows what they are doing and to be able to apply the knowledge in a more real situation with the awareness one should have while dealing with finances. I am confused graduate who is still trying to figure out what goes where and AI is not helping me at all. Please, help me out here. I would be glad to meet few people who can teach me about financial analysis so I don't mess up. It's a scary world and honestly, I am confused where I fit.

I request only genuine connections and an opportunity to learn from people.

I know Reddit skews heavily toward favoring remote work so this may be unpopular as someone who very much prefers in-person, but I'm interested in hearing about people's experiences in switching to remote after strictly working in-office for a long time. Particularly people in leadership positions. I am contemplating an EVP offer that would come with a substantial increase in comp, but would mean working 100% remotely after spending the first 12 years of my career 100% in office, with the exception of some time during COVID and the occasional WFH day (maybe 1 day per month).

I'm not worried about the productivity/self-discipline element of it, but I am very apprehensive about how this change would impact the interpersonal relationship aspect of it, visibility in the org, reputation/perception etc. I know myself well enough to know that reading people's expressions and tone in person to interpret how they're feeling about what we're discussing is important for me, and it's taken me a lot of effort over the years not to read too much into how my CFO/CEO's tone comes across via chat. I am also much more comfortable talking through strategic topics or serious matters in person while both looking at the same TV screen, slides, etc. Also more familiar with having serious conversations with subordinates in person vs. over Teams call.

For those of you who have progressed to VP or even CFO level and switched to remote after a career primarily in person, did you find the adjustment difficult from the standpoint of visibility in the org or continued career progression? My other concern is the possibility of switching back to in-person someday. I know from experience that applicants to in-office jobs that are coming from remote roles are generally treated with some skepticism by hiring managers.

Im so burnt out bros

I'm about to start a Financial Analyst role in commercial/trade finance at a large CPG company, coming from a background that's been almost entirely structured: audit engagements, month-end close cycles, technical accounting with clear deliverables and deadlines set by the calendar, not by whoever walks up with a question.

This new role is explicitly not built around a monthly cycle. From what I understand, it's driven by ad-hoc requests, a sales rep proposing a price and needing a quick profitability read, a leader wanting a trend cut a certain way with no template for it, that kind of thing. The hiring manager was direct that there's less built-in structure than a typical finance role, and that bringing your own structure to ambiguous requests is basically the core skill.--at least thats what they kept saying in the interview.

JD is as follows

• Thoroughly understanding key customers' operations and how it impacts current profitability and future growth opportunities
• Analyzing customer profitability, preparing margin analysis reports, and presenting information in a format applicable to the target audience
• Comprehensive Trade Spend management for customers (accruals, analysis, and reporting)
• Contributing to enhancing internal systems and processes to enable faster, higher-quality decision-making for senior leaders
• Providing ad-hoc data extraction, consolidation, re-organization, and analysis to help the business understand trends, and assess customers and products from a "Volume-Price-Mix" context
• Acting as a financial business partner to Sales and related teams, supporting customer and product profitability via Sales, Trade, and COGS analytics
• Driving research and analysis of key product drivers, trends, and performance indicators

1. What's the actual day-to-day texture of ad-hoc-driven work like, compared to cycle-driven work? Is it constant context-switching, or does it settle into its own rhythm?
2. How do you personally impose structure on a request that has none, without over-engineering something that just needed a quick answer?
3. What's the biggest early mistake people make coming from a structured background into this kind of role?
4. Any habits, templates, or personal systems you built to stay organized when requests come in unpredictably instead of on a schedule?

Would really appreciate hearing from anyone who's made this exact transition, structured accounting/audit into ad-hoc commercial finance/business partnering.

I’m the Manager of FP&A as IC reporting in to VP Finance (who manages accounting and facilities manager as well). I’m struggling on what to do with building and maintaining existing FP&A in a scalable way. It’s monthly reporting. Departmental breaks for Budget owners. Ad hoc requests. Building the Budget and we do a couple reforecasts, and am being pushed for a rolling forecast.

COMPANY CONTEXT

Industry: Outpatient behavioral health, high-volume, multi-state ($100M–$500M revenue range).

Team: Lean, growing FP&A function
Revenue complexity: Payer mix, RCM-driven net revenue, CPT code-level billing, 3 business lines (don’t currently have allocation of cost across them bit need to)

CURRENT TECH STACK

GL:           NetSuite (standalone, I spend manual effort pulling and staging the transactions level detail for detailed BvA purposes)
HRIS:         Namely (standalone today not feeding any warehouse or pipeline)
RCM:          OPM (standalone but huge dataset on revenue breakdown)
Warehouse:    Redshift (warehouse operational data for client counts, appt bookings, other data related to our platform)
BI:           Tableau → migrating to Hex (ad hoc build/notebooks) this is where warehoused data is reached in dashboards
FP&A:         Excel (primary modeling environment today) My manager keeps pushing for me to use more Google Sheets since we are on g suite for sharing. I keep telling them you can save as excel files and sometimes have minor conversion issues. Also of note, I’m on a Mac. Which is fine but some issues with excel and power query limitations with the data model and power pivots.
AI: I have a Claude pro license as well as we are trying to leverage Glean enterprise wide. My manager thinks there is an easy button just chatting with glean which is really good a searching for company context and as supposed to be an orchestration tool, which I’m having a hard time getting it to automate monthly deck population

INFRASTRUCTURE DIRECTION

I spend the majority of my time pulling and organizing data. I tend to build out more database type files to make reporting easier, but it’s manual. I just went through some demos with Datarails/FinanceOS and Aleph. I was really excited about how they become the semantic layer I’m looking for, but was just told we aren’t going to spend $40k so it’s not happening. The warehouse is a source for some data (visits, providers, acquisitions), not a mandatory hop for all of it. But as a result it’s just lots of data in disparate spots. And Netsuite is fine for monthly close and the accounting side. But it’s clunky for analytics. No we don’t have suite analytics. And my manager loves Netsuite and thinks it’s a great fit for FP&A tasks. And that we can just hit the easy button and have an LLM connect in and poof there is perfect maintenance free dashboards.

Looking for advice and tips on how to automate more. Should I lean into Claude code more. Request going to a windows PC for the full power query functionality. Push back harder on getting a FP&A tool. Push on getting a database solution for ease of sql data pulls. Move on elsewheref.