Table of Contents

1. 50 Finance KPIs
2. KPIs Cheat Sheet
3. Accounting vs. Finance Cheat Sheet
4. ARR Cheat Sheet
5. Balance Sheet Cheat Sheet
6. COGS Cheat Sheet
7. Discounted Cash Flow
8. EBIT Cheat Sheet
9. A Successful Career In Finance Cheat Sheet
10. Finance & Accounting Designations Cheat Sheet
11. Financial Analysis Cheat Sheet
12. Financial Forecasting Cheat Sheet
13. CFOs Guide to Improving Financial Reporting
14. Gross Profit Cheat Sheet
15. Intangible Assets Cheat Sheet
16. M&A Deals Cheat Sheet
17. Management Cheat Sheet
18. Property, Plant & Equipment Cheat Sheet
19. Purchase Price Allocation Cheat Sheet
20. SaaS Finance Cheat Sheet
21. Transfer Pricing Cheat Sheet
22. Valuation Cheat Sheet
23. Working Capital Cheat Sheet
24. Excel Shortcuts Cheat Sheet
25. Finance Cheat Sheet
26. FP&A Cheat Sheet
27. Finance Checklist

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 USEFUL EXCEL SHORTCUTS

GENERAL NAVIGATION

Create embedded chart Alt F1 Move one screen right Alt PgDn

Create chart in new worksheet F11 Move one screen left Alt PgUp

Find previous match Ctrl Shift F4 Move one screen up PgUp

Find next match Shift F4 Move one screen down PgDn

Display the Paste Special dialog box Ctrl Alt V

Move to right edge of data region Ctrl

Repeat last action F4 Move to left edge of data region Ctrl

Close current workbook Ctrl W Move to beginning of row Home

Close Excel Alt F4 Move to last cell in worksheet Ctrl End

Create new workbook Ctrl N Move to first cell in worksheet Ctrl Home

Open workbook Ctrl O

FORMATTING WORKBOOK

Align center Alt H A C Insert new worksheet Shift F11

Align left Alt H A L Go to next worksheet Ctrl PgDn

Align right Alt H A R Go to previous worksheet Ctrl PgUp

Increase font size one step Alt H F G Move to next pane F6

Decrease font size one step Alt H F K Move to previous pane Shift F6

Currency Format Ctrl Shift $ Go to next workbook Ctrl Tab

Percentage Format Ctrl Shift % Go to previous workbook Ctrl Shift Tab

Scientific Number Format Ctrl Shift ^ Minimize current workbook window Ctrl F9

Date Format Ctrl Shift # Maximize current workbook window Ctrl F10

Time Format Ctrl Shift @

Number Format Ctrl Shift !

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FINANCE CHEAT SHEET by
Nicolas
Boucher

ACCOUNTING KPIS FINANCE ORGANIZATION CHART FP&A METHODS AND SKILLS CHART HEADCOUNT KPIS
ACCOUNTS RECEIVABLE TURNOVER HEADCOUNT
Net Credit Sales / Average Accounts Number of active employees full time &
Receivable part time + leasing employees
ACCOUNTS PAYABLE TURNOVER FULL TIME EQUIVALENT (FTE)
Total Supplier Purchases / Average Number of hours in the employee
Accounts Payable contract / Standard working hours
WORKING CAPITAL RATIO TURNOVER RATE
Current Assets / Current Liabilities Number of departure over a period /
DEBT-TO-EQUITY RATIO Average total headcount
Total Debt / Total Equity NATURAL ATTRITION
GROSS PROFIT MARGIN Planned retirement + Planned end of
limited contract
(Revenue - Cost of Goods Sold) / Revenue
NET PROFIT MARGIN CAPACITY
Net Income / Revenue Number of FTEs over a period x working
hours available for one FTE
RETURN ON ASSETS (ROA)
CAPACITY INCREASE FLEXIBILITY
Net Income / Total Assets
Flexible time account not used + Overtime
RETURN ON EQUITY (ROE)
+ Temporary change of hours available in
Net Income / Total Equity part-time contracts
INVENTORY TURNOVER CAPACITY DECREASE FLEXIBILITY
Cost of Goods Sold / Average Inventory Flexible time account + Temporary
FIXED ASSET TURNOVER change of hours available in part-time
Revenue / Net Fixed Assets contracts + Temporary workers time
NORIA EFFECT

CASH KPIS FINANCIAL TERMS EXPLAINED TO NON-FINANCE PEOPLE (New hires salary costs - Leavers salary
costs) / Previous salary costs
ABSENTEEISM
Illness days / Total working days

CASH BURN RATE REVENUE PROFIT ASSETS BALANCE SHEET CASH FLOW
TIME TO FILL
Average number of days between job
STATEMENT
Cash Spent (monthly average) - Cash
The total amount The money you have left Things you own It shows how mucha opening & contract signed by candidate
Received (monthly average)
of money coming over after you subtract that have value company has, how much it
AVERAGE DAYS DELINQUENT (ADD)
into your business your expenses from owes and how much is left Shows where the

MANUFACTURING KPIS
Days Sales Outstanding (DSO) - Best company's cash
your income for the owner of the
Possible Days Sales Outstanding (BPDSO) came from and
OPERATING CASH FLOW (OCF) company
where it went

EXPENSES LOSS
Net Income + Non-Cash Expenses –
Increase in Working Capital LIABILITIES INCOME STATEMENT PRODUCTION ACTIVITY
FREE CASH FLOW (FCF) Money you spend When your Money you owe Sum of monetary value of all finished
It shows how much money
OCF + Interest Payments - Asset Purchase on things you need expenses are more goods produced within a defined period
to others the company made and
OVERDUES RATIO to run your business than your income how much it spent CYCLE TIME
Overdues / Total Receivables Process time + Inspection time + Move
DAYS OF INVENTORY OUTSTANDING time + Queue time
TAKT TIME
Average Inventory / Yearly Cost Of Goods

HOW TO REDUCE COSTS ? CASH CONVERSION CYCLE

Solds (COGS) x 365 days Production available time / Customer
DAYS SALES OUTSTANDING (DSO) demand

Average Account Receivables / Annual

INVENTORY TURNOVER
Sales x 365 days Cost of Goods Sold / Average Inventory
DAYS PAYABLES OUTSTANDING (DPO) (over period of time)
Payment from

-10%
Average Account Payables / Yearly Cost Of Reception of Payment to Goods RETURN ON ASSETS (ROA)
client
INCREMENTAL IDEAS
Goods Solds (COGS) x 365 days Inventory supplier sold Net Income / Average Total Assets
CASH CONVERSION CYCLE (CCC) FIRST PAST YIELD
DIO+DSO−DPO Number of good products finished /
CASH RESERVES IN DAYS Number of production orders started
Gain control of Reduce Reduce expenses (expressed in percentage)
Cash Reserves / Average Daily Expenses "miscellaneous" consulting specific to each Days Inventory (DIO) YIELD FACTOR
spending services department
Number of production orders started /

-20%
Days Payable (DPO) Number of good products finished

BALANCE SHEET KPIS REDESIGN IDEAS OVERALL EQUIPMENT

EFFECTIVENESS
Days Sales Receivable (DSO) Good Count × Ideal Cycle Time / Planned
CURRENT RATIO Production Time
Reduced Automate Eliminate liaisons
Current Assets / Current Liabilities business processes and coordinators Cash Conversion Cycle (CCC) ON TIME DELIVERY
requirements On time units / Total units
QUICK RATIO
AVOIDED COSTS

-30%
(Current Assets - Inventory) / Current

=
Assumed Repair Cost + Production Losses

REVAMP IDEAS
Liabilities

HOURLY COSTS
Direct Labor Costs & Costs – Preventative Maintenance Cost
DEBT-TO-EQUITY RATIO
allocated to hourly rate
Total Liabilities / Shareholders' Equity
DEBT RATIO
Total Liabilities / Total Assets Restructure or cut Eliminate Shift the burden
RATE HOURS
Available hours, less holidays, less
sickness, less non-productive hours INVENTORY KPIS
cross-department programs to the most
INTEREST COVERAGE RATIO
activities efficient location AVERAGE INVENTORY
Earnings Before Interest and Taxes (EBIT) /
Interest Expenses Average inventory = (Beginning inventory +
RETURN ON ASSETS (ROA) Ending inventory) / 2

BUDGET PROCESS PVM ANALYSIS VALUATION TECHNIQUES

Net Income / Total Assets DAYS ON HAND
RETURN ON EQUITY (ROE) Days of inventory on hand = (Average inventory
for period / Cost of sales for period) x 365
Net Income / Shareholders' Equity
STOCK TO SALES RATIO
INVENTORY TURNOVER
Stock to sales ratio = Inventory value /
Price Volume Mix
Cost of Goods Sold / Average Inventory
ACCOUNTS RECEIVABLE TURNOVER
Comparable Analysis Sales value

Comparable Company Ratio x COST OF CARRY

Revenue / Average Accounts Receivable
Even keeping Company Financial Ratio (Inventory Service Costs + Inventory Risk Costs +
WORKING CAPITAL
total Capital Cost + Storage Cost) / Total Inventory Value
Selling more
Current Assets - Current Liabilities Effect of
price
products, even
quantities and
prices the DCF Discounted Cash Flow BACKORDER RATE
at the same same, sales
keeping mix and price Σ(Cash Flows / (1+r)^t) Backorder rate = (Number of Undeliverable Orders
quantity can increase

SAAS KPIS
will increase of we sell a / Total Number of Orders)
constans sales higher
proportion of Asset-Based Valuation SELL-THROUGH RATE
expensive Number of units sold / Number of units
products Market Value of Assets - Liabilities
received
CUSTOMER CHURN RATE
Customers lost / Total Customers
Liquidation Valuation SCRAP RATE
Scrap expenses over the period / Average
NEW BUYER GROWTH RATE Assets - Liabilities
inventory over the period
(New buyers this month - New buyers last
month) / New buyers last month Precedent Transactions TIME TO RECEIVE
Time for stock validation + Time to add stock to
LIFETIME VALUE Transaction Price x Transaction records + Time to prep stock for storage
Customer Value * Average Customer Multiples
INVENTORY SHRINKAGE
Lifespan
Ending inventory value – Physically
CUSTOMER ACQUISITION COSTS
counted inventory value

CAPEX KPIS CEO KPIS

Cost of Sales and Marketing / Number of
New Customers Acquired DEAD STOCK
NET BURN RATE Amount of unsellable stock in period /
Amount of available stock in period
Cash Spent - Cash received
ACQUISITION PAYBACK PERIOD REVENUE GROWTH CUSTOMER ACQUISITION COST (CAC)
RUNWAY

Current Cash Balance / Burn Rate
AVERAGE REVENUE PER USER (ARPU)
Purchase Cost + Direct Costs
COMMITMENTS
Future Purchase Contracts
CREDITS TO
Total Investment / Annual Cash Flow (Current period revenue - Previous period Total Marketing and Sales Costs / Number of New
Customers Acquired
INTERNAL RATE OF RETURN (IRR) revenue) / Previous period revenue
GROSS PROFIT MARGIN CUSTOMER LIFETIME VALUE (CLV)
(Future Value / Present Value) ^ [(1 /

Nicolas
Total revenue / Total number of customers (Revenue - Cost of Goods Sold) / Revenue
(Average Annual Revenue per Customer x Average
Number of Periods) – 1] Customer Lifespan) - Customer Acquisition Cost
SAAS QUICK RATIO ASSET TURNOVER NET PROFIT MARGIN
NET PRESENT VALUE (NPV) EMPLOYEE ENGAGEMENT
(New MRRt + Expansion MRRt) / (Churned Revenue / Fixed Assets

Boucher
(Net Income / Revenue) x 100
MRRt + Contraction MRRt) Net Cash Flows / [(1 + discount rate) ^ Measures the level of employee satisfaction
RETURN ON ASSETS (ROA) Number of periods] RETURN ON INVESTMENT (ROI) and commitment to the company
MONTHLY RECURRING REVENUE MRR (Gain from investment - Cost of EMPLOYEE TURNOVER
Net Income / Fixed Assets DEPRECIATION
Number of customers * Average billed investment) / Cost of investment

FOLLOW ON
(# of Employees who left during the period /
amount RETURN ON INVESTMENT (ROI) Acquisition / Useful Life
EARNINGS PER SHARE (EPS) Average # of Employees during the period) x 100
Net Income / Total Investment UTILIZATION
TOTAL ADDRESSABLE MARKET (TAM) CASH FLOW
(Net Income - Preferred Dividends) /

LINKEDIN!
Annual Contract Value per client * Actual Production / Maximum Production Average Outstanding Shares Operating Cash Flow + Investing Cash Flow +
Number of potential clients x 100% Financing Cash Flow

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FP&A CHEAT SHEET By Asif Masani

5 TYPES OF FINANCIAL What is FP&A? TOP 12 MANAGEMENT

PROJECTIONS Planning & Budgeting: FP&A teams work
Forecasting and Modelling: Creating, updating, and REPORTS
maintaining financial models & detailed forecasts in a
with different departments to prepare spreadsheet a budgeting tool.
1.BUDGET budgets. Once they collect all the
1. MONTH END REPORTING:
information they work on
Blueprint for company to do business in the next FY Latest month actuals compared against Budget & forecast
consolidatinginto one overall company with variance analysis, commentary & recommendations.
2. ANNUAL OPERATING PLAN (A.O.P) budget.
2.QUARTERLY BUSINESS REVIEWS (QBR)
Broader than budget + practical outline of the company's
targets and key activities. Top management examines progress metrics, identifies
adjustments based on previous quarters' performance.

3. FORECAST OR OUTLOOK 3. OPERATING BUDGET (PLAN) DECK

Latest estimates of a company's future financial outcomes.
Prepared in advance of a reporting period as a goal or plan
It shows if the company is reaching its budget or not.
that the business expects to achieve in the next financial year.

4. LONG RANGE PROJECTIONS 4. LATEST ESTIMATE/ OUTLOOK DECK

Evaluates business decisions like acquisitions, strategic plans
& alternatives. Has a longer-term horizon of 2 to 7 years.
5. CAPITAL INVESTMENT DECISIONS
Decisions like investing in new equipment, launching a new
product, lease v/s buy, produce in-house v/s outsource etc
7 BUDGETING
The latest forecast is updated and compared against previous
Management Reporting: Preparing and Ccomments are made on what has changed from previous.
Finance Businesss Partnership: analysing internal reports for senior
The mindset is of a Finance business management to support their decision- 5.FLASH REPORTING
making
partner (keeping a business first Periodic snapshot of key financial and operational data.
approach)
6.RISKS & OPPORTUNITIES ASSESSMENT
"FP&A teams act as a bridge between business teams & leadership"
In this report all the risks and opportunities are listed along
with the probability of its occurrence.

APPROACHES 7. HEADCOUNT REPORTING:

Employee data presented in many ways. Example, permanent,
fixed-term or temporary, job titles & positions etc
1.INCREMENTAL BUDGETING
8. SALES PIPELINE ANALYSIS
We pick last year’s Budget & add or subtract a percentage.W.
Revenue is forecasted on the basis the of the deal stage and
probability of conversion and is usually tracked with CRM tool
2. ZERO BASED BUDGETING
9.ADHOC REPORTING
Broader than the budget and provides a practical outline of
the company's targets and key activities. These are one-time reports that helps the senior management
to answer critical business questions immediately
3. ACTIVITY BASED BUDGETING
The budget inputs finalized basis the desired output or result.
10. BALANCED SCORECARDS
Building rapport, the ability to deal with conflicts and being
4. VALUE PROPOSITION BASED
Traditional v/s Rolling Forecast able to influence decision making.

11. KPI OR OKR REVIEWS

Ensures everything in the budget creates + delivers value.
KPI: set of quantifiable measurements used to gauge a
5. ROLLING FORECAST company's overall performance. OKR: A goal-setting framework
for defining & tracking objectives and their outcomes.
New period is added to replace the previous one as it expires.

12. INVESTOR PRESENTATIONS

6. TOPS DOWN BUDGETING
These presentations are prepared for the earnings call
Top management takes decisions without participation from
middle management

7. BOTTOMS UP BUDGETING
7 QUALITIES
Managers recommend their targets. Inputs start from
operational level and moves top. It is Participative.
MANAGEMENT REPORT

3 KEY PAIN POINTS 1.ONE PAGER REPORT

IN BUDGETING The main report has to fit on 1 page. Too many details can
divert the focus and attention.

2. DECISION FOCUSED
1.INEFFECTIVETECHNOLOGY
The results for each line item should suggest a decision or an
More than 60% companies use Excel as their budgeting action. Ideally include a recommendation /suggested action.
software. Excel is user friendly but not best tool for budgets

3.INTUITIVE TO UNDERSTAND
2. LONG CYCLE TIMES
Avg cycle time for preparing a budget is around 3 months. Design in a way soimportant information jumps right out.
Slow to detect problems & doesnt add lot of value.
4. CONSISTENT LOOK & FEEL
3. GAMING BEHAVIOUR Consistent appearance makes reports much easier to read.
The traditional budgeting process incentivies gaming instead
of “stretch behaviour” 5. SIMPLE LANGUAGE
Budget, Forecast and Rolling Forecast Examples Avoid using accounting jargons like trueups, one timers etc

TOP 10 FP&A SKILLS 6. FREQUENCY

Short enough + allow time for taking decisions between updates

1. ATTENTION TO DETAIL + BIG PICTURE 7. ACCURACY

Should tie back to the accounting system
To produce accurate reports,spot trends and inconsistencies.
At the same time be able to connect the various dots.

2.OWNERSHIP AND ACCOUNTABILITY

10 WAYS TO
Bee answerable and take ownership for what you work.
ANALYSE DATA
3. EFFECTIVE QUESTIONING SKILLS 1. DRILL UP/ DRILL DOWN
Asking right questions, at right time, listening objectively to Move into further detail from the parent to child and child to
various viewpoints, considering the information gathered, parent relationships to uncover root causes of anomalies.

4. BUSINESS ACUMEN 2. SLICE AND DICE

Understand the business model, organizational goals, Pivot the dimensions of the data on-the-fly.
objectives and strategy.
3. SEGMENTATION
5. DATA INTO INSIGHTS
Grouping data with common attributes like customer
Turning complex data into actionable insights, bringing segmentation (small business, enterprise , government)
numbers to life, making reports useful, interesting, valuable .

6. COMMUNICATION &PRESENTATION 4. DATA VISUALIZATION

Graphical representations of the data across multiple
Regularly make presentations on financial and operational
dimensions and variables.
performance to senior management.

5. DRIVER BASED RELATIONSHIPS

7. DATA STORYTELLING
COMMON FP&A TERMS 3 KEY SKILLS IN 5 INTERVIEW TIPS Dependency relationships (when one thing happens or
Instead of sharing a lot of numbers and data tables building a changes, another thing happens or changes
compelling story instead around the business performance. PRESENTATION 6. BENCHMARKING
8.COLLABORATION & TEAMWORK 1. THE TOP LINE 1. UNDERSTAND THE BUSINESS Comparing results with internal benchmarks or external
This is eaither Revenues, Cash, Bookings or Sales The business model, products and services benchmarks (those produced by peers in your industry).
Work closely with cross functional teams on various initiatives

9. LEADERSHIP 2. THE BOTTOM LINE 2. STUDY THE FINANCIAL 7. SEASONALITY

FP&A is not just numbers crunching. Emotional, intelligence,
the ability to influence and empathy are equally important.
10. BUILDING RELATIONSHIPS
Building rapport, the ability to deal with conflicts and being
able to influence decision making.
This is usually the Net Income after all expenses You can get the financials from company’s website. Comparing results adjusted for selling seasons of the
business (eg: retail in december, hospitality in summer etc)
3. YOY COMPARISIONS 3. QUESTIONNAIRE / ASSIGNMENT
8.TREND ANALYSIS
Difference between two values of the same measure More than the final result demonstrating a logical
(e.g., revenues this year versus last year) thought process / approach is more important Showing whether results are improving or not over time and
compared to related measures that may be improving or not.
4. BUDGET V/S OUTLOOK/ FCST 4. DURING THE INTERVIEW
Budget is set at the beginning of year,outlook changes 9. PROFITABILITY ANALYSIS
Link your experience to the required job description
all the time. This compares outlook against budget Product Profitability ,Channel Profitability, Customer
using stories and examples from the past.
profitability .Segment profitability, Branch Profitability etc
5. EXPENSE V/S EXPENDITURE
5. ASK QUESTIONS
An expense occurs when an asset is used for its 10. OUTLIERS
Based on your reserach ask atleast 2-3 meaningful
economic purpose, and expenditure occurs when the
questions either during or at the end Deviations from the norm or anomalies
payment / cash flows out.

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FINANCE CHECKLIST
THE CFO CHECKLIST
Strategic Planning &
Financial Analysis
Establish a working relationship
with the board of directors
Develop a strategic plan for
the next 3-5 years
Assess the current financial
position of the company
Evaluate tax implications of
business decisions
Identify areas for cost
savings and revenue growth
Develop a comprehensive
budget for the upcoming year
Review short-term and
long-term financial goals
Establish financial
policies and procedures
Review the company's
banking relationships
Develop a cash flow
management plan
INVENTORY CHECKLIST
Inventory Analysis
and Monitoring
Get an overview of the inventory
process
Monitor and analyse inventory
levels
Analyse inventory turnover
Track product demand vs
inventory
Conduct sensitivity analysis on
inventory budgets
Monitor and analyse procurement
costs
Provide input for inventory
policies and procedures
Budgeting and
Forecasting
Develop and maintain an
inventory budget
Build a product demand
forecasting model
TREASURY CHECKLIST
Cash Flow
Management
Understand cash flows and
liquidity needs
Forecast short-term and long-
term cash needs
Develop and implement cash
management strategies
Treasury
Operations
Implement and maintain
treasury management systems
Monitor and report on treasury
key performance indicators
Manage guarantees for
commercial projects
Consolidate and manage
group cash pooling
Strategic
Planning
Provide input into financial and
strategic planning processes
Participate in M&A transactions
and provide input on financing
CONTROLLER CHECKLIST
Controls and Risk
Management
Develop a capital
expenditure plan
Review current investments
and make recommendations
Evaluate current tax strategies
and adjust for better results
Develop a risk management
strategy
Establish internal controls to
ensure compliance
Develop a financial reporting
system
Establish a system to track key
performance indicators
Evaluate current contracts
and propose changes
Develop a strategy for debt
management
Review existing compensation
plans & identify improvements
CASH CHECKLIST
Supplier
Management
Develop and maintain
relationships with key suppliers
Develop and maintain a
procurement policy
Develop a growth mindset for
innovation and improvement
Inventories policies
and procedures
Develop and maintain a product
life cycle management process
Build a stock keeping unit (SKU)
rationalization process
Develop and maintain a
safety stock policy
Create a slow-moving
inventory policy
Implement a scrap
inventory process
Update inventory policies and
procedures
FINANCE ANALYST CHECKLIST
Risk
Management
Manage foreign exchange
and hedging risks
Manage credit and
counterparty risk
Analyse and monitor
interest rate risks
Professional
Development
Stay up-to-date with changes in
financial markets and regulations
Continuously improve
knowledge of treasury tools
Keep a growth mindset to seek
out opportunities
Relationship
Management
Manage relationships with banks
and financial institutions
Build relationships with rating
agencies and bond investors
Develop strong relationships
with internal stakeholders
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Auditing and
compliance
Manage relationships with external
auditors
Communicate with internal
auditors for financial audits
Internal controls
and processes
Develop and implement
internal controls
Oversee the financial
systems and tools
Manage the accounts payable and
receivable processes
Manage the fixed assets and
inventory processes
Maintain a chart of accounts
Establish procedures for
accounting and financial reporting
Cash
Management
Establish a cash management
strategy
Manage your treasury
management system
Monitor and analyse
cash reserves
Develop and maintain relationships
with external partners and vendors
Establish a cash
reserves policy
Set up a cash management
policy
Monitor and analyse foreign
exchange risks
Develop and maintain a foreign
exchange management policy
Establish a
credit policy
Implement a clear client
payment policy
Continuously improve
processes and tools
Financial
Analysis
Conduct financial analysis to
identify trends & opportunities
analyse financial data to provide
insights and recommendations
Evaluate investment opportunities
and provide ROI analysis
Conduct sensitivity analysis
to assess potential impacts
Prepare and present financial
reports to senior management
Manage financial reporting
processes and dashboards
Financial
Modeling
Develop and maintain
financial models
Build scenarios to support
business decisions
Create forecasting models
for revenue, costs and profit
Evaluate pricing strategies & make
propositions for improvement
by
Nicolas
Boucher
BUDGETING CHECKLIST
Financial reporting Feed the Budget
and statements budget Management
Produce accurate financial Develop a deep understanding Set up budgeting policies and
statements of the business and industry procedures
Manage the financial reporting Analyse financial data to identify Manage the budget process
functions trends and opportunities and timeline
Ensure compliance with Build and maintain Evaluate financial
accounting standards forecasting models performance against budget
Conduct sensitivity analysis Identify and manage
Team management to assess potential impacts budget variances
Process improvement Provide input into financial and
Develop accurate and
timely financial reports
strategic planning processes
Implement a budget
Provide training to staff on Collect qualitative
reporting process
accounting & financial processes information from colleagues
Build a budget
Develop a strong team of diverse Provide financial guidance
performance dashboard
accounting professionals to business units
Continuously improve
Explain accounting topics to non
Collaborate with cross- budgeting processes & tools
finance teams
functional teams to develop
Optimize reporting processes & Adapt tools to budget
financial plans and forecasts
processes
tools
Stay up-to-date with macro-
Communicate and follow-up
Leads ERP changes for finance economic changes and their
on budget decisions
topics impact on your business
HEADCOUNT CHECKLIST
Cash Flow Headcount Business Strategy
Planning Budgeting and Objectives
Develop an understanding of Implement a headcount budget Align the business strategy
the cash flow process with headcount planning
Build a cash flow forecasting Build a headcount forecasting Stay up-to-date with labor
model model markets and regulations
Conduct sensitivity analysis on Develop a growth mindset for
Conduct sensitivity analysis
headcount costs innovation and improvement
on cash flow forecasts
Provide input into financial and Continuously improve
Provide input into financial and headcount processes
strategic planning processes
strategic planning processes
Set up a headcount approval
process
Financial Analysis
Cash Collaborate with cross-functional and Reporting
Improvement
teams on workforce plans
Analyse headcount trends and
costs
Track your cash
conversion cycle
Employee Conduct financial analysis to
Management identify trends & opportunities
Analyse payment terms
Create a headcount reporting
and timing
Invest in employee and process
Analyse impact of
working capital on cash
organizational development Develop workforce metrics
and dashboards
Develop relationships with
Improve cash collection internal stakeholders Monitor and analyse workforce
process productivity
Develop and maintain a cost-
Negotiate payment terms benefit analysis process for Analyse workforce data for
with vendors employees improvement
50
40
TAX CHECKLIST
30
20
10
0
Item 1 Item 2 Item 3 Item 4 Item 5
Continuous Tax Compliance Tax Planning
Improvement and Reporting and Optimization
Learn industry jargon and Understand international & Develop tax planning
competitive dynamics local tax laws and regulations strategies to minimize liability
Conduct market research and Develop a comprehensive Identify tax risks based on
competitive analysis understanding of the tax code your business and industry
Continuously improve financial Evaluate tax implications of Look for tax credit
modeling skills business decisions opportunities
Keep a growth mindset and Prepare and file tax returns Understand transfer pricing
seek out opportunities accurately and on time rules and regulations
Maintain accurate records to Implement tax tools for
Automate repetitive tasks and
support tax filings accuracy and efficiency
reporting
Manage tax audits Manage tax disputes
Learn skills on PowerBI,
effectively and litigation
PowerQuery, Python
Coordinate with legal and Provide tax advice to senior
finance for tax compliance management & business units
Business
Provide tax advice to senior Develop tax training programs
Partnering
management and business units for employees & stakeholders
Understand your business
Build relationships with tax Understand tax implications
partner needs
authorities and regulators of M&A transactions
Develop relationships with
your stakeholders Created by FOLLOW ME
Nicolas
Manage demand and
prioritize tasks
Boucher
Collaborate with cross-
functional teams