Podcasts about nilly essaides

Sandra Ramos-Alves was an assistant treasurer at Celgene when Bristol Myers Squibb bought it in 2019. By June of 2021, she was acting treasurer of BMS. And in October of that year she was named senior vice president and treasurer of the pharmaceutical giant that had acquired the company where she had worked for more than 14 years. In a Strategic Finance Lab podcast episode you can hear by heading to Apple or Spotify, Ms. Ramos-Alves says she may not have her current position if she hadn't taken the advice of an insistent mentor and mustered up the courage to set up a meeting with the CFO. At that meeting, she told him she was interested in being BMS treasurer “when the time is right.” That experience taught her the importance of advocating for yourself and telling people what you want. Because someday, when an opportunity arises, they may deliver for you. “We all do own our careers,” she says. She also tells NeuGroup's Nilly Essaides that mutual trust and integrity are the foundation of her leadership style. Trust in her team allows Ms. Ramos-Alves to empower people to make decisions and only bring her in when needed. By not wading too deep into the details of every issue, she avoids being an impediment, she says. Even better, the trust allows her to step away and spend time with her family—her top priority. That includes taking vacations and leaving her laptop at home. But she never completely disconnects, she admits. Her iPhone is always on.

How Emily Backstrom of General Mills navigates career and family, and how the company supports women in finance. In this Strategic Finance Lab podcast marking Women's History Month, Emily Backstrom, vice president for corporate finance at General Mills, shares with NeuGroup's Nilly Essaides how she has successfully managed a 21-year career at the company, rising to her current position overseeing enterprise FP&A among other responsibilities. Ms. Backstrom also discusses the value of deciding to lean into your career at certain times and, at other times, to step back to devote more time to family, as she did when she was a new mother. In addition to offering advice for women juggling work and family and describing how General Mills supports women employees, Ms. Backstrom walks through her career journey, including a decade of experience in commercial finance leadership roles across the company's operating segments and four years in Singapore, where she served as vice president of finance for Asia & Latin America.

The Buzz 1: “As specialized tools and technology have emerged, the role of CFO has evolved. CFOs of companies large and small need to embrace flexibility, develop global strategies, and shift their focus to look forward rather than back.” (www.teampay.co/insights/cfo-quotes/) The Buzz 2: “When you are a successful company, you have to fight really hard to make sure you avoid complacency, arrogance, bureaucracy.” (Marianne Lake, CFO of JPMorgan Chase) The Buzz 3: “The CFO needs to be supported by a strategic FP&A team that is excellent at all levels… a team that is prepared for where the company is going—not where it's been.” (Jim Johnson, Former CFO of Adaptive Insights) Amid globally turbulent times, today's Financial Planning and Analysis (FP&A) function is striving to spend less of its time “Planning” and more time delivering value-added “Analysis” to its business constituents. How? Finance and its IT support teams need to focus on the future, utilizing the available modern tools – Artificial Intelligence, Machine Learning, Analytics and Collaboration. Similar to the automotive industry working to deliver safe, self-driving vehicles, FP&A needs to “feel the need, the need for speed” [quoting Lt. Pete ‘Maverick' Mitchell in the Top Gun films] to drive automated or, even better, autonomous planning. What steps can your FP&A team take to harness technology today in order to optimize their time delivering the best possible analysis to your organization tomorrow? We'll ask Finance professionals Paul Davis at Analysis Prime, Colin Chu at SAP and Nilly Essaides at NeuGroup for their take on Driving The Emphasis on Analysis for Finance: Focus on Automation.

Timely insights on liquidity and how finance can add value to the business from Chris Ortega of Fresh FP&A. “Profits are a dream but cash is a reality.” That's among the timely, on-target insights aimed at CFOs, treasurers and other finance executives in this episode of NeuGroup's Strategic Finance Lab podcast. It's delivered by Chris Ortega, the CEO of Fresh FP&A, a consultancy focused on finance transformation that provides businesses with fractional CFO, FP&A and finance support. Mr. Ortega's insights are grounded in his extensive background in accounting, audit, FP&A and finance leadership at high-growth companies. In an interview with NeuGroup's Nilly Essaides, he makes clear and compelling the need for finance teams to adjust to volatile capital markets and a shifting economic landscape by building paths to cash flow sustainability and optimizing working capital management. It's all about liquidity. Equally critical for finance leaders: partnering with business units and providing value amid rising inflation, higher interest rates and the likelihood of recession. And as you'll hear, Chris Ortega is passionate about urging finance leaders to put “people before the profits,” in part by taking a hard look at what they spend— on technology and consultants for starters—before reflexively turning to head count reductions. “At the end of all your analysis,” he says, “there's a human element involved.

In a world with growing volatility, uncertainty, complexity and ambiguity, also known as VUCA, so grows the importance of finance organizations that can accurately see what's coming down the pipeline, understand how that will impact the company and how to adjust. And the skills FP&A brings to the table are critical to succeeding in that mission. In the latest Strategic Finance Lab podcast episode, General Mills CFO Kofi Bruce joins Nilly Essaides, NeuGroup's managing director of research and insight, to discuss the role FP&A teams must play at organizations navigating an increasingly VUCA world. Mr. Bruce's vision of finance evolution features an FP&A team that connects information from across the enterprise, using its vantage point in the flow of information to develop foresight that produces insight that leads to action that supports business growth. As Mr. Bruce says in the podcast, FP&A's role isn't to only understand what will happen, but also to share “what I think we need to get on right now, and some ways and some places we can start the conversation. That's what makes a differential FP&A organization.

The Buzz 1: “As specialized tools and technology have emerged, the role of CFO has evolved. CFOs of companies large and small need to embrace flexibility, develop global strategies, and shift their focus to look forward rather than back.” (www.teampay.co/insights/cfo-quotes/) The Buzz 2: “When you are a successful company, you have to fight really hard to make sure you avoid complacency, arrogance, bureaucracy.” (Marianne Lake, CFO of JPMorgan Chase) The Buzz 3: “The CFO needs to be supported by a strategic FP&A team that is excellent at all levels… a team that is prepared for where the company is going—not where it's been.” (Jim Johnson, Former CFO of Adaptive Insights) Amid globally turbulent times, today's Financial Planning and Analysis (FP&A) function is striving to spend less of its time “Planning” and more time delivering value-added “Analysis” to its business constituents. How? Finance and its IT support teams need to focus on the future, utilizing the available modern tools – Artificial Intelligence, Machine Learning, Analytics and Collaboration. Similar to the automotive industry working to deliver safe, self-driving vehicles, FP&A needs to “feel the need, the need for speed” [quoting Lt. Pete ‘Maverick' Mitchell in the Top Gun films] to drive automated or, even better, autonomous planning. What steps can your FP&A team take to harness technology today in order to optimize their time delivering the best possible analysis to your organization tomorrow? We'll ask Finance professionals Paul Davis at Analysis Prime, Colin Chu at SAP and Nilly Essaides at NeuGroup for their take on Driving The Emphasis on Analysis for Finance: Focus on Automation.

The Buzz 1: “As specialized tools and technology have emerged, the role of CFO has evolved. CFOs of companies large and small need to embrace flexibility, develop global strategies, and shift their focus to look forward rather than back.” (www.teampay.co/insights/cfo-quotes/) The Buzz 2: “When you are a successful company, you have to fight really hard to make sure you avoid complacency, arrogance, bureaucracy.” (Marianne Lake, CFO of JPMorgan Chase) The Buzz 3: “The CFO needs to be supported by a strategic FP&A team that is excellent at all levels… a team that is prepared for where the company is going—not where it's been.” (Jim Johnson, Former CFO of Adaptive Insights) Amid globally turbulent times, today's Financial Planning and Analysis (FP&A) function is striving to spend less of its time “Planning” and more time delivering value-added “Analysis” to its business constituents. How? Finance and its IT support teams need to focus on the future, utilizing the available modern tools – Artificial Intelligence, Machine Learning, Analytics and Collaboration. Similar to the automotive industry working to deliver safe, self-driving vehicles, FP&A needs to “feel the need, the need for speed” [quoting Lt. Pete ‘Maverick' Mitchell in the Top Gun films] to drive automated or, even better, autonomous planning. What steps can your FP&A team take to harness technology today in order to optimize their time delivering the best possible analysis to your organization tomorrow? We'll ask Finance professionals Paul Davis at Analysis Prime, Colin Chu at SAP and Nilly Essaides at NeuGroup for their take on Driving The Emphasis on Analysis for Finance: Focus on Automation.

The likelihood of a US recession is raising the stakes for finance executives whose responsibilities include planning, forecasting and budgeting. And a critical first step to prepare for the future is to learn from the past. That's among the takeaways from this podcast interview with Eric Davis, a vice president of finance at WM, the company formerly known as Waste Management. Mr. Davis has been at WM for nearly 25 years, including six as director of financial planning and analysis (FP&A). In his current role, he oversees FP&A, capital management, internal reporting and investor relations. In the interview with NeuGroup's Nilly Essaides, he shares valuable insights about the finance function's strategic role. For example, Mr. Davis describes how FP&A incorporates insights and analysis from past recessions to help the company decide “where we need to focus our attention within our business structure and cost structure” to prepare for the economic downturn that lies ahead. You'll also hear how the finance team at WM has evolved in recent years, upgrading its use of technology as it becomes more integrated into strategic decision-making by business leaders.

Investors who don't acknowledge that countries and companies are decarbonizing as they commit to net-zero emission goals will find themselves on the “wrong end of a massive flow of capital.” That pragmatic approach to sustainable investing is among the insights you'll hear in this podcast featuring Marina Severinovsky, Head of Sustainability for North America at Schroders. In an interview with Nilly Essaides, NeuGroup's Managing Director for Research and Insight, Ms. Severinovsky says that a commitment to maximizing returns and minimizing risks is the driving force behind how Schroders integrates ESG principles into investment decisions for its clients. Whatever your personal beliefs, this trend is creating both opportunities and risks that must inform investment strategy. Ms. Severinovsky—who has spent more than a decade at Schroders in various roles—also talks about her journey as a woman in finance, the importance of creating more inclusive pathways for other diverse candidates and why she ended up in finance instead of law.

Guest: Subadra Rajappa, Managing Director and Head of US Rates Strategy, Societe Generale As Women's History Month draws to a close, Nilly Essaides, Managing Director for Research and Insight at NeuGroup, discusses some of the obstacles facing women pursuing careers in finance—and the keys to overcome them—with Subadra Rajappa, head of US rates strategy at Societe Generale. Rajappa believes mentorship is the most effective means to promote diversity and inclusion in finance organizations at companies making a concerted effort to retain women and guide those in junior positions to more senior roles. It requires more experienced professionals to help younger colleagues build professional networks, but also means junior team members need to be proactive in seeking out mentors. Employee resource or affinity groups have an important role to play in helping foster inclusivity and helping individuals feel part of a group as well as part of the whole, Rajappa says. And in her view, one positive effect of the pandemic may be a better understanding at companies of the need for employees, including working mothers, to have the flexibility to advance their careers while raising a family. NeuGroup offers women in finance opportunities to share knowledge with each other through Women in NeuGroup, or WiNG. Please click here for more information on WiNG, a group created to help women in finance and treasury connect and achieve their career development goals.

Guest: Stephen Ferguson, leader of The Hackett Group's Account-to-Report Advisory Practice, EMEA NeuGroup's Nilly Essaides, Managing Director for Research and Insight, interviews The Hackett Group's Stephen Ferguson about the need for financial planning and analysis (FP&A), treasury and other finance teams to take a comprehensive approach to helping corporations make good on achieving their net-zero carbon reduction goals and other environmental, social and governance (ESG) metrics. Ferguson, who advises major European corporations on all aspects of finance, says corporates face a major challenge as regulators start imposing new disclosure standards and companies are evaluated by investors and other stakeholders not only on their own records but those of their suppliers—the major source of carbon emissions for some multinationals. The stakes are high and companies viewed as engaging in greenwashing will pay a price. That means it's vital for finance teams to take a leading role in rewiring performance and risk management strategies, KPIs and incentives as well as accounting, reporting and procurement processes. Is your company up to the challenge?

Nilly Essaides, Senior Research Director, Finance Advisory talks with Jason Logman, Principal, Finance Transformation about how companies are transforming their FP&A operations. The pandemic has caused many companies to expect more from FP&A. By utilizing cutting edge technology, focusing on key drivers, and more, FP&A can improve agility and offer greater insight that can drive improved accuracy and better business decisions.

Nilly Essaides, Senior Research Director, Finance Advisory talks with Jason Logman, Principal, Finance Transformation about how companies are transforming their FP&A operations. The pandemic has caused many companies to expect more from FP&A. By utilizing cutting edge technology, focusing on key drivers, and more, FP&A can improve agility and offer greater insight that can drive improved accuracy and better business decisions.

Nilly Essaides, Senior Director of Research at The Hackett Group's Finance Advisory Program talks with Tom Willman, Principal and Lead for Finance Advisory about how the pandemic has changed finance priorities for 2021. The pandemic has made it critical for finance to improve its ability to act as a strategic business advisor, cut costs and enhance effiiciency, and accelerate digital transformation.

Nilly Essaides, Senior Director of Research at The Hackett Group’s Finance Advisory Program talks with Tom Willman, Principal and Lead for Finance Advisory about how the pandemic has changed finance priorities for 2021. The pandemic has made it critical for finance to improve its ability to act as a strategic business advisor, cut costs and enhance effiiciency, and accelerate digital transformation.

Nilly Essaides, senior research director for Finance and EPM at The Hackett Group, talks with Gilles Bonelli, practice leader of Finance and EPM Advisory for Europe at The Hackett Group, and Vanessa Keating, director of Digital Finance and EPM Advisory at The Hackett Group, about how finance organizations have been accelerating their drive toward improving innovation, agility, and the strategic value they offer in response to the global pandemic.

Nilly Essaides, the Senior Research Director of Finance at the Hackett Group chats with us and discusses what digital transformation looks like for the finance function, how tech will impact future work and what the trends look like for 2020 and beyond.

How excited are you about what the future holds for the finance and accounting profession? More importantly do you know how to benefit from the opportunities or minimise the risks so that you can enjoy a better future and have a more fun, rewarding and successful career in accounting & finance. On this episode we share with you how 4 of our guest mentors have prepared for the future as well as discuss ways on how you can also remain relevant today and into the future. We discuss with them what they have done, why they did what they did, the impacts it had on them, their careers, their colleagues and organisation, and they share with you some ideas on how you can also do the same or similar. The guest mentors and the episodes are: • Nilly Essaides #046 • Ken Fick #050 • Paul Sweeney #078 • Wei Chien Yoong #008 If you enjoyed this episode, check out our time-stamped show notes, key quotes, resources and ways to connect with our guest mentor and more at sitnshow.com/podcast/098. #FinanceMentor #SITN #ValueCreation #Finance #AccountingAndAccountants

The buzz: “Robots have already taken over Wall Street, as hundreds of financial analysts are being replaced with software or robo-advisors” (theconversation.com). Machines are beginning to do the work of Finance professionals, using AI and ML technologies. Beyond automating transactional processes, they are beginning to augment value-based activities like analytics, forecasting and performance management. As AI and ML use grow, they may eliminate some human roles and create entirely new jobs.The experts speak. Nilly Essaides, The Hackett Group: “We've been merging with tools since the beginning of human revolution, and arguably that's one of the things that makes us human” (Franklin Foer). Anders Liu-Lindberg, Maersk: “Fail fast to succeed sooner” (David Kelley). Vanessa Keating, The Hackett Group: “…the people who are crazy enough to think they can change the world, are the ones who do” (Rob Siltanen). Join us for Finance Talent in the Machine Age: Human or Bot?

The buzz: “Robots have already taken over Wall Street, as hundreds of financial analysts are being replaced with software or robo-advisors” (theconversation.com). Machines are beginning to do the work of Finance professionals, using AI and ML technologies. Beyond automating transactional processes, they are beginning to augment value-based activities like analytics, forecasting and performance management. As AI and ML use grow, they may eliminate some human roles and create entirely new jobs.The experts speak. Nilly Essaides, The Hackett Group: “We've been merging with tools since the beginning of human revolution, and arguably that's one of the things that makes us human” (Franklin Foer). Anders Liu-Lindberg, Maersk: “Fail fast to succeed sooner” (David Kelley). Vanessa Keating, The Hackett Group: “…the people who are crazy enough to think they can change the world, are the ones who do” (Rob Siltanen). Join us for Finance Talent in the Machine Age: Human or Bot?

What do all the changes and digital disruption really mean for those with careers in accounting and finance? I mean what should we be doing and looking out for? Well our guest mentor Nilly Essaides provides some relevant insights and key data points that will help finance talent be more informed and take more charge over their careers during this period of digital transformation in Finance. Key Points we cover on this Episode: • 3 key trends Nilly is seeing in the data that Finance need to be aware of. • Words of encouragement for those scared of digital finance transformation changes. • What world class companies are doing to empower employees in digital transformation. • The biggest gap she sees right now between skills maturity and skill importance in Finance If you enjoyed this episode, check out our time-stamped show notes, key quotes, resources and ways to connect with our guest mentor and more at sitnshow.com/podcast/046.

In this AFP Conversations episode, Nilly Essaides, author of a new report on AFP's all-new FP&A Benchmarking Survey, says financial planning and analysis is a function in transition. Host Ira Apfel asks Essaides, Director of AFP's Financial Planning & Analysis Practice, about the changes to FP&A -- and how the profession and finance executives can capitalize on the changes. Plus, how does your FP&A group compare to your peers? Download the survey and discover more FP&A resources at www.AFPonline.org. Thanks for listening!

In Part 2 of the latest podcast, Nilly Essaides of AFP talks about the return of zero-based budgeting. It's back, and this time it's much more user-friendly.

In Part 1 of the latest podcast, Nilly Essaides of AFP talks about the return of zero-based budgeting. It's back, and this time it's much more user-friendly.