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In this episode we will cover : How to start in FP&A without FP&A experience
The challenges young finance professionals face starting in FP&A roles.
Challenges hiring managers go through to hire FP&A talent.
Asif Masani: That brings me to the question that we saw in the chat. And this is probably the most important topic, according to me, and I get maximum questions on this. The challenge people outside FP&A roles face is, How do they get into FP&A without having FP&A experience? Because the recruiter is asking for experience. And the people who are just starting out, do not have any experience in FP&A.
Carl Seidman: Sure. So there are a few different ways that I recommend carving out your future. And as I had shared with my professional background, I did not start out in FP&A. It was somewhat of a natural progression, but it was also an intentional one. So, wherever you happen to be, if you are in a traditional accounting role, and you have a desire to move in the direction of FP&A, one of the first goals that you should have is to get relevant experience.
Well, how do you get relevant experience? The analogy I often use is if you think about a circle and if this is the core of your job, if you take a look on the fringes over here, what you're likely to see is that there's going to be some kinds or some types of experiences that you have that are not exactly part of the core. They're related to it, but they also seemingly are related to FP&A duties.
And so, for example, if you see some kind of process issue in your company, you might say, I want to take it upon myself to service that process issue. While it's going to help in the court, it's not exactly in the court.
It's on the fringes. And when I'm in that process. I'm going to spend time figuring out how that process can better help with certain decision-making or data aggregation or analysis or future planning. And you entrench yourself deeper into individual projects that have the image or at least a bit of a reflection of the type of work you may want to be doing.
And in addition, you identify people within your organization who are doing the type of work that you want to do. And it's not just a networking with them. It's a saying, this is what I'm doing at my core. This is how I can help you with your project, in your part of the business. Could I spend one day a week doing it, one day a month doing it? Could I shadow some of what you're doing? Can I help you? Whatever it may be, entrench yourself on the fringes of your core work with the people who can help pull you into their zone of work and expertise. But some of you may say, well, I don't have that opportunity. How could I do that if it doesn't exist? Create it.
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