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FP&A

Reinventing FP&A: From Reactive Reporting to Strategic Insight

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In this episode of FP&A Done Right – The Podcast, we dive into what it really means to reinvent FP&A. Finance teams are moving beyond outdated spreadsheets, lagging reports, and siloed data to embrace cloud-based planning, scenario modeling, and real-time collaboration. Modern FP&A isn’t just about reporting numbers—it’s about providing forward-looking insights that guide smarter, faster business decisions.

The Cost of Outdated Processes

We’ve all experienced it: multiple spreadsheet versions bouncing around inboxes, manual reconciliations, and data that’s weeks old by the time it reaches leadership. Outdated reports don’t just waste time—they can lead to costly business mistakes, from overhiring to missed investment opportunities. As Olivia and Ryan discuss in this episode, relying on old methods is like driving with only a rearview mirror—you’re reacting to yesterday’s reality instead of planning for tomorrow.

Modern FP&A Tools: Cloud, Automation, and Scenario Modeling

Cloud-based planning platforms, like Workday Adaptive Planning, are transforming the role of finance. By moving away from static spreadsheets, teams can now:

  • Collaborate in real time across departments
  • Access live dashboards and centralized data
  • Conduct rolling forecasts and “what-if” scenario planning

These capabilities don’t just reduce errors and save hours—they empower finance teams to shift from reactive reporting to proactive strategy. As Ryan points out, even smaller organizations can leverage scenario modeling to prepare for market volatility or sudden supply chain disruptions.

Changing the Mindset: From Scorekeepers to Strategic Partners

Reinventing FP&A isn’t only about technology—it’s a cultural shift. Modern finance professionals need to embrace collaboration, agility, and curiosity. FP&A teams are now embedding themselves in projects, providing actionable insights, and helping operational leaders make decisions in real time. Rolling forecasts, continuous planning, and cross-functional collaboration give finance a seat at the strategy table, allowing teams to call audibles when unexpected challenges arise.

People, Skills, and Engagement

Technology enables the transformation, but talent drives it. Today’s FP&A professionals require analytics, storytelling, and influencing skills in addition to technical expertise. Modern planning tools also boost morale by reducing tedious manual work, allowing teams to focus on meaningful analysis and strategic impact. Olivia and Ryan emphasize that embedding finance across functions strengthens the organization, improves decision-making, and positions FP&A as a true business partner.

For finance leaders looking to break free from spreadsheets and static reporting, this episode is full of actionable insights on how to reinvent FP&A, embrace modern tools, and cultivate a mindset of continuous innovation.

🎧 Listen to Episode 3 of FP&A Done Right – The Podcast to learn how finance teams can move from reactive reporting to strategic influence and unlock the full potential of FP&A.

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From Spreadsheets to Smart Insights: How Modern FP&A Drives Strategic Impact

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In this episode of FP&A Done Right – The Podcast, we explore how finance teams are moving beyond traditional planning methods to embrace automation, AI, and agile practices. The discussion highlights how modern FP&A tools, like Workday Adaptive Planning, help finance leaders make faster, smarter decisions while becoming true strategic partners in their organizations.

Breaking Free from Traditional Planning

Manual spreadsheets, static budgets, and siloed data have long constrained finance teams. Traditional processes can be time-consuming, error-prone, and prevent finance professionals from focusing on strategic work. As business environments grow more complex and unpredictable, relying solely on spreadsheets and manual reporting leaves teams reacting to yesterday’s data rather than shaping tomorrow’s strategy.

The Modern Planning Revolution: Continuous, Connected, and Cloud-Based

Cloud-based platforms like Workday Adaptive Planning are changing the game. Rolling forecasts, scenario modeling, and real-time collaboration replace static spreadsheets, enabling finance to act quickly and confidently. Centralized data eliminates silos, giving managers instant access to live dashboards and a single source of truth. With cycle times reduced by up to 70%, finance teams can move from gatekeepers of data to strategic advisors, driving nimble, informed decisions across the business.

Embracing Agile, AI, and Automation

Automation and AI are transforming finance by reducing manual tasks and empowering teams to focus on high-value work. Routine processes such as account reconciliations, invoice processing, and forecasting can now be automated, freeing finance professionals to perform scenario planning, analyze trends, and partner with the business. AI-powered insights enable predictive planning, helping teams spot anomalies, course-correct quickly, and make better-informed decisions.

Modern finance requires more than technical skills—it demands curiosity, critical thinking, and the ability to translate data into actionable insights. With the right tools and mindset, FP&A teams can create real business impact, improve team satisfaction, and become key drivers of strategic growth.

For finance leaders seeking to move from reactive reporting to proactive strategy, this episode is full of actionable insights on how to embrace change, adopt modern planning practices, and unlock the true potential of FP&A.

🎧 Tune in to Episode 2 of FP&A Done Right – The Podcast to learn how to move from spreadsheets to smart insights and transform finance into a strategic partner.

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The FP&A Leader’s Guide to Finance Transformation

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In the latest episode of FP&A Done Right – The Podcast, hosts Olivia and Ryan explore how finance leaders can transform FP&A from a back-office reporting function into a strategic powerhouse. Season 2 kicks off with a deep dive into what modern finance teams need to thrive in an era defined by volatility, complexity, and constant change.

This episode examines the essential practices—rolling forecasts, real-time insights, transparent data collaboration—that enable finance teams to move faster, think strategically, and influence decision-making across the business.

1. The Evolution of FP&A: From Rearview Mirror to Windshield

Finance has changed. Today’s FP&A teams are no longer measured only by how well they report the past—they’re measured by how well they help shape the future.

Olivia and Ryan reflect on their early careers, when FP&A’s role centered on building reports that often became outdated the moment they were delivered. Now, executives expect FP&A to see around corners, anticipate disruptions, and guide strategic decisions.

The shift demands new skills, faster cycles, and a willingness to challenge long-standing processes.

2. Rolling Forecasts: Breaking Old Habits for Better Agility

Static annual budgets simply can’t keep up in a rapidly changing environment. The episode highlights why rolling forecasts and driver-based models are key to modern planning.

Olivia and Ryan share real-world stories—from pandemic-driven planning overhauls to resistance from teams long accustomed to spreadsheets and fixed cycles. The biggest takeaway?

Technology helps, but mindset is the true barrier.

Embracing rolling forecasts means letting go of rigid habits and becoming comfortable with uncertainty, iteration, and “trying something new” even before it feels perfect.

3. Data Transparency: Turning Insight Into Action

One of the most impactful shifts in FP&A transformation is opening up data—making it accessible, timely, and usable across the organization.

Olivia recounts how transparency at a manufacturing firm drove collaboration and sparked better decision-making. When business partners understood the numbers and challenged assumptions, conversations became more strategic.

Ryan shares a humorous story about a color-coded dashboard sparking debate in an executive meeting—but ultimately leading to deeper engagement and forward-looking discussions.

The lesson:
Transparency empowers teams, drives accountability, and generates innovation—even if it leads to a few lively debates.

4. FP&A as a Catalyst for Change

Finance transformation isn’t just about models and tools—it’s about people. Olivia and Ryan underscore the need for FP&A teams to step into more strategic roles by:

  • Encouraging cross-functional collaboration
  • Sharing real-time data, not static reports
  • Championing agility through rolling forecasts
  • Challenging “the way we’ve always done it”
  • Creating space for healthy debate and innovation

This episode highlights how modern finance teams can become trusted advisors who influence decisions rather than simply report on them.

Transform Your FP&A Function

For FP&A leaders, analysts, and finance innovators, this episode offers practical insights into how to modernize planning, strengthen partnerships, and adopt a forward-thinking mindset.

Tune in to Season 2, Episode 1 of FP&A Done Right – The Podcast to learn how rolling forecasts, transparency, and a willingness to embrace change can transform your finance organization into a more strategic, future-focused function.

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Building Business Acumen in FP&A—Skills for the Next Five Years

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FP&A’s future is not just about managing the numbers—it’s about mastering business relationships and decision support. Our recent GENCFO Talks webinar featured finance experts sharing exactly how FP&A teams can become the CFO’s MVP by investing in both soft and technical skills.

Overview

  • Panelists reinforced that technical skills are vital, but “table stakes”—what sets modern FP&A apart is their ability to communicate insights, build cross-departmental relationships and act with curiosity and business sense.
  • Business acumen starts by learning operations, engaging with product teams, joining sales calls and developing storytelling skills. Panelists encouraged aspiring strategists to get out from behind their spreadsheets and into the business itself.
  • The future of FP&A is deeply intertwined with AI and automation. Dino Daddona urged teams to build a roadmap for technology adoption, emphasizing trust in data and continuous skill development as automation and intelligent systems speed up financial cycles even more.
  • “People, process, technology—the tech is the enabler,” the panel concluded. The keys to sustainable progress are mindset and new ways of working.


Final advice from the panel? Don’t try to “boil the ocean.” Start small: find one way to get closer to business partners and learn the business better and let curiosity guide upskilling and process redesign.

For a deeper dive on these actionable insights and expert advice from the full panel, watch the complete GENCFO Talks session, now available on demand.

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30 Years of Office of Finance Excellence—And We’re Just Getting Started

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In 1995 two colleagues sat down and imagined a different kind of consulting firm—one laser-focused on helping Finance teams plan, analyze and make better decisions. That conversation between Ken Wolf and Dan Bernatchez, sparked by disillusionment with the status quo and energized by a growing market opportunity, gave rise to Revelwood.

Thirty years later, we’re celebrating a milestone that reflects not just our longevity, but our continuous reinvention, our commitment to our clients and our passion for the Office of Finance.

The Origin Story: A Vision for Something Better

Revelwood wasn’t born in a boardroom. It was born from experience. At the time, Ken and Dan were consultants working with TM1 technology (then owned by Sinper Corporation) long before it became part of IBM Planning Analytics. They believed there was a smarter way to serve clients: by specializing, simplifying and staying true to core values.

They took a leap and founded Revelwood, choosing focus over breadth and deep expertise over being generalists. From day one, the goal was clear: build a firm that speaks the language of business and empowers Finance teams to lead with insight. Soon after Revelwood was established, Rob Gordy joined the partner team to strengthen the firm’s technical expertise and capabilities.

The Evolution: Staying True While Growing Smart

Revelwood’s early days were grounded in financial planning and analysis—what we now call FP&A. Over the years, we’ve embraced new technologies, added vendor partnerships and responded to tectonic shifts in the software landscape. We weathered transitions—from TM1’s move to from Sinper, to Applix, to Cognos and then to IBM.

Throughout the years we have made a conscious decision to focus on what made us successful: deep domain expertise in the Office of Finance. That decision led to new partnerships with Workday and BlackLine, positioning Revelwood as a multi-solution partner offering best-in-class tools for FP&A and financial close.

Internally, we evolved from a small consultancy to a scalable, growth-oriented company. Today, we have an international presence, a dedicated sales and marketing engine and a client success team — all built to serve our clients better and more efficiently.

What Sets Us Apart: Our Not-So-Secret Sauce

Revelwood is truly unique. Our “secret sauce” isn’t one thing—it’s a blend of:

  • Our core values: These shape our culture and are reflected in every decision and interaction, no matter how large or small. They are:
    • Be passionate.
    • It’s about the team.
    • Do the right thing.
    • Take pride in your work.
    • Take initiative.
    • We care.
  • Our people: We hire smart finance and accounting professionals, then layer in technology skills —resulting in real-world solutions that work.
  • Our brand promise: We speak business first. We deliver useware, not shelfware. And we’ve always got your back.
  • Our focus: We’re not trying to be everything to everyone. We know the Office of Finance and we live in that world every day.
  • Our growth mindset: While many firms stay small, we’ve invested in scale, structure and strategy. That’s helped us build lasting client relationships and earn accolades from partners like BlackLine, IBM and Workday.

The Road Ahead: Finance Transformation, End to End

As we look forward, the next phase of Revelwood’s journey is all about expanding our role in finance transformation. We will soon be launching our Workday Financials practice — complementing our long-standing expertise in planning, analytics, and financial close automation.

The goal? To support the entire Office of Finance with a full suite of integrated tools—from record to report, from plan to performance. Whether it’s IBM Planning Analytics, Workday Adaptive Planning, BlackLine or Workday Financials, Revelwood is uniquely positioned to guide organizations through end-to-end financial transformation.

Here’s to the Next 30

For 30 years, Revelwood has been in your corner — helping you navigate change, accelerate performance, and lead with confidence. We’re grateful to the clients, partners and teammates who’ve made this journey possible.

And we’re just getting started.

We’ve got your back—for the next 30 years and beyond.

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Driving Operational Efficiency

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A recent episode of FP&A Done Right – The Podcast, focuses on how finance teams enhance operational efficiency through strategic planning and data-driven decision-making.

In today’s dynamic business environment, the ability to plan effectively and adapt to change is crucial. Company-wide planning platforms offer tools that not only streamline financial processes but also provide strategic value by enabling better decision-making and fostering collaboration.

Strategic Planning and Operational Efficiency

Strategic planning drives operational efficiency by:

1. Enhancing Agility in Financial Planning

Enterprise planning enables finance teams to adapt swiftly to changing business conditions. It facilitates real-time scenario modeling and forecasting, which means organizations can make informed decisions promptly.

2. Streamlining Collaboration Across Departments

Company-wide planning fosters cross-functional collaboration. A unified platform ensures that all stakeholders are aligned, reducing silos and enhancing overall efficiency.

3. Leveraging Data for Strategic Insights

By harnessing data, finance teams can uncover insights that drive strategic initiatives and long-term growth.

Listen to this episode to learn more about how enterprise planning can drive results in efficiencies beyond the Office of Finance.Want a deeper dive?

Download our eBook on the topic.

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Budgeting That Works: How to Plan for Success in an Uncertain World

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The Budgeting Blues

You’ve just wrapped up another marathon annual budget cycle spanning multiple months, countless late nights and endless revisions; you’ve finally pinned down the dreaded planning gap between top-down targets and bottom-up submissions. You appear to have a fairly consistent set of functional budgets with marketing initiatives aligned with sales targets, which in turn are aligned with operational plans and a suitable workforce plan.  It is a masterpiece.  Unfortunately, during the months since the budget cycle started and the corporate targets were agreed, the world has moved on, leaving your budget masterpiece in tatters.

A Better Way: Driver-Based Budgeting

Surely, there is a better way?  Enter driver-based planning: a thoughtful approach that focuses on the key factors that truly move your business forward. Instead of getting bogged down in granular line-item details, driver-based budgeting focuses on identifying the key business drivers that really move the needle for your company. These could be things like sales growth, production capacity, headcount, or any other factors that have a major impact on financial performance.

By building your budgets and plans around a focused set of core drivers, you can create a more agile and responsive planning process. As the world changes, you can easily adjust your driver assumptions and assess the ripple effects across the business. Driver-based budgeting also aligns inputs to the right business owners – the sales team weighs in on bookings forecasts, operations gives their view on production capacity, and so on. This not only leads to more accurate plans, but also creates accountability and buy-in across the organization.

Defining the Right KPIs

To get started with driver-based budgeting, the first step is to nail down the right key performance indicators (KPIs) for your business. But more isn’t always better when it comes to KPIs. The most effective driver-based models focus on a concise set of metrics that:

  1. 1. Can be reliably and consistently measured for historical actuals
  2. 2. Are predictable enough to forecast
  3. 3. Have a direct link to key business goals and objectives
  4. 4. Have clear business ownership

For example, a software company might zero in on KPIs like new logo bookings, billings growth, and sales rep productivity as core drivers of the sales model. The finance team partners with sales leaders to pressure-test the assumptions, and the model projects how different scenarios would flow through to revenue, margins, and cash.

Eliminating Data Silos

With the right KPIs defined, the next step is to eliminate data silos and create “one source of truth” in your budgeting process. Driver-based budgeting thrives on collaboration and integration – sales, operations, finance, and executive teams all need to be looking at the same set of numbers. Modern cloud-based planning platforms make it easy to connect data, build driver logic, and engage business users in a streamlined process.

Planning with Agility

Driver-based budgeting enables a dynamic, rolling forecast rhythm to replace the annual or quarterly budgeting cycle. By refreshing forecasts on a monthly basis (or more frequently), you always have an up-to-date view of where the business is headed, allowing for more informed decision-making and better resource allocation.

Pair this with the ability to regularly and efficiently generate multiple additional “what-if” scenario versions and you gain the agility to quickly course-correct as conditions change and new opportunities or threats arise.

A True Business Transformation

But driver-based budgeting is about more than just building a better mousetrap. Done right, it can be truly transformative for an organization. It elevates the role of finance to focus on strategic business drivers rather than just policing the numbers. It creates alignment and accountability across functions. And most importantly, it arms decision-makers with visibility and insight to navigate through periods of volatility and change.

Start today

In a world of rapid change and pervasive uncertainty, agility is the ultimate competitive advantage. By focusing your planning efforts on the critical drivers of your business, you can position your organization to ride out the storms and seize new opportunities. So ditch those broken spreadsheets, engage your business partners, and start your journey towards more dynamic, driver-based plans. Your future self will thank you.

Revelwood is dedicated to helping the Office of Finance succeed through the strategic use of technology. We have a nearly 30 year history helping CFOs and FP&A leaders modernize and transform the Office of Finance. Our approach is to focus on your success, speak business first and to leverage best-in-class technology that suits your organization’s unique needs. Contact us at info@revelwood.com to start a conversation on how we can help your Office of Finance be thes best it can be.

More from our FP&A Done Right Series:

10 Steps to Transform Financial Planning & Analysis: A Guide to a Successful FP&A Implementation

Workday Named a Leader in the Gartner Magic Quadrant for Financial Planning Software

Recommendations from the 2024 CFO Study

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FP&A Maturity Assessment: Where Do You Rank?

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There are tangible, concrete benefits to having a mature FP&A process. These include improved decision-making, increased efficiency, agility and responsiveness, enhanced forecasting accuracy and more. 

How do you know if your processes are mature? Here are some key indicators:

  • Data integration and accuracy. You have reliable data sources integrated with your planning environment for real-time analysis.
  • Forecasting and predictive analytics. You use advanced forecasting techniques, scenario modeling and predictive analytics.
  • Cross-department collaboration. Your FP&A team works closely with other departments.
  • Agility and adaptability. You have the ability to rapidly adjust forecasts and strategies in response to changing conditions.
  • Technology-driven automation. You leverage automation tools to streamline reporting, budgeting and forecasting.

Would you like to learn how advanced your organization is at financial planning? Take this short (two minutes!), FP&A Maturity Assessment from Forrester Research. You’ll get customized results and recommendations for your organization.

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Incorta Recognized in 2023 Gartner Magic Quadrant for Analytics and BI Platforms

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Our newest technology partner, Incorta, was recently one of only 20 vendors recognized in the 2023 Gartner Magic Quadrant for Analytics and BI Platforms. Gartner describes analytics and business intelligence (BI) platforms as “enabling less technical users, including business people, to model, analyze, explore, share and manage data, and collaborate and share findings, enabled by IT and augmented by artificial intelligence (AI).

The analyst firm states “Data and analytics leaders must use analytics and BI platforms to support the needs of IT, analysts, consumers and data scientists … While integration with cloud ecosystems and business applications is a key selection requirement, buyers also need platforms to support openness and interoperability.”

In this Magic Quadrant, analytics and BI platform functionality includes 12 critical capabilities:

  • Automated insights
  • Analytics catalog
  • Data preparation
  • Data source connectivity
  • Data storytelling
  • Data visualization
  • Governance
  • Natural language query
  • Reporting
  • Data science integration
  • Metrics score
  • Collaboration

The report includes the following analytics and BI platform vendors: Alibaba Cloud, Amazon Web Services, Domo, GoodData, Google, IBM (IBM Cognos Analytics with Watson), Incorta, Microsoft, MicroStrategy, Oracle, Pyramid Analytics, Qlik, Salesforce (Tableau), SAP, SAS, Sisense, Tellus, ThoughtSpot, TIBCO Software and Zoho.

According to Incorta, “Being recognized as a Niche Player in [this report] is a great fit for Incorta, as our primary focus is delivering high-powered operational analytics with unlimited access to 100% of your enterprise data at speed and scale.”Access this Magic Quadrant to learn why Incorta was positioned as a Niche Player and read Gartner’s assessment, including Incorta’s strengths and cautions.

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