Brian Kalish Finance Expert

Brian is Founder and Principal at Kalish Consulting. He is Former Executive Director – Global FP&A Practice at AFP. He has over 20 years of experience in Finance, FP&A, Treasury and Investor Relations. He previously held a number of treasury and finance positions with the FHLB, Washington Mutual/JP Morgan, NRUCFC, Fifth Third and Fannie Mae. He has spoken all over the world to audiences both large and small hosting FP&A Roundtable meetings in North America, Europe, Asia and soon South America. Brian attended Georgia Tech, in Atlanta, GA for his undergraduate studies in Business and the Pamplin College of Business at Virginia Tech for his graduate work. In 2014, Brian was awarded the Global Certified Corporate FP&A Professional designation.

 

Leveraging Technology To Drive Better Planning Metrics

Organizations are under increasing pressure to make well-informed decisions quickly based on data coming from various sources. Now you can leverage technology that speaks to multiple systems to develop meaningful planning metrics with an agile, intuitive interface that allows users to analyze their data in a more productive manner. Luckily, the advances in the technological tools available provide the opportunity to make that leap to a higher, better-constructed, and ultimately more useful set of planning metrics.

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Why Communication Standards Matter in FP&A

When I discuss my “Three Pillars of FP&A,” I am referring to financial acumen, communications, and business comprehension/partnering. I want to use today’s article to address how we, as a profession, can and should improve our communication skills. One of the greatest complaints about FP&A professionals is our inability to explain ourselves and our work (insights and foresight) clearly and expediently to our business counterparts. This is what I call our inability to be good storytellers.

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Finance Transformation: How Organizations Can Adapt To Change

With many corporate processes, technology is driving fundamental changes. In almost every industry, today’s souped-up business environment drives a concomitant need for heightened strategic input.

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Finance Transformation: How To Get Buy-In From Stakeholders

“Let’s change the way we do things” is arguably the least favorite directive we can hear. The reason? By definition, something has gone wrong. You never hear this from an American football player after winning the Super Bowl, the coach of a national soccer team after winning the World Cup, or a tennis player after winning Wimbledon. No, this is something the losers would say because they failed at reaching their goal.

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Generating Value in a Fast-Paced Digital Economy

A digital economy is a fast-changing one. As digitalized business models have connected all data from across companies’ value chains in real-time, business leaders are increasingly being called upon to make more decisions and make them more quickly in response to new information. In other words, they need to be able to dynamically plan “in the moment”—that is, develop instantaneous responses to business changes using up-to-the-minute data at a very granular level of detail.

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