About this webinar
A well-crafted financial strategy is the backbone of a company’s growth, profitability, and long-term stability. It aligns business objectives with financial goals, ensuring resources are invested and optimized effectively. But when market volatilities and economic uncertainty become the norm, static strategies can quickly turn into liabilities.
CFOs and finance leaders must continuously evaluate and reset their financial strategies to remain agile and resilient. Timely reassessment helps organizations adapt to shifting market conditions, mitigate risks, and seize new opportunities—ensuring financial stability and long-term success even in uncertain times.
Who should attend
If you’re responsible for financial planning, forecasting, or strategic decision-making in a fast-growing company, this webinar is for you.
Recommended for finance leaders - CFOs, VPs, Directors of Finance or those in strategic finance roles.
Takeaways
By the end of this session, you can:
- Learn when to reassess and reset your financial strategy in response to market shifts
- Balance competing priorities like revenue growth, cost optimization, and investment strategies.
- Align with all the stakeholders including business leaders to reset financial strategies.
- Learn proven frameworks to analyze past performance, set benchmarks, and find the essential tools to recalibrate financial strategies.
About the speaker
Antonio Reza is a seasoned finance executive with over 15 years of experience at Fortune 500 companies, including Google, Microsoft, and GE. He has led finance and strategy teams across multiple companies from four industries and 8 different countries, bringing a global perspective to financial management. His expertise includes Financial Planning & Analysis (FP&A), Commercial Finance, Auditing and Management & Financial Accounting.
Webinar summary
Q. How did you start your career in finance, Antonio?
I started my career at GE, where I spent several years across various roles, including leading FP&A. After that, I moved to Microsoft, leading finance teams, and then to Google where I led finance in the cloud consulting business. Now, I’m at PVH, a fashion giant, as the VP of Finance.
Q. What is the main topic of today’s discussion?
Today, we are discussing resetting financial strategies as we move into 2025, which is something many people have expressed interest in. I’ll be sharing my insights based on my experiences.
Q. What do you mean by "financial strategy"?
I define financial strategy as a long-term plan, typically over a three- to five-year horizon. It's about defining the desired outcome for your business and then determining how to get there—considering revenue, costs, and market dynamics.
Q. Why is financial strategy important for a company’s growth?
Financial strategy is crucial because it shapes the path to achieving long-term business goals. It’s about understanding your market, defining the steps to gain market share, and figuring out the revenue model, all while aligning with business dynamics.
Q. When should a company start thinking about resetting its financial strategy for the next year?
The ideal time to begin is before you start building your budget. This allows space to think about a three-year plan before focusing on budget allocations. At GE, we used "session two" as a three-year strategy blueprint, and I recommend revisiting your strategy every six months.
Q. What’s the difference between financial strategy and budgeting?
Financial strategy is a broader, long-term vision involving market analysis and setting company goals, like gaining market share. The budget, on the other hand, is a more granular, accountable scorecard with specific financial projections and cost allocations to meet those goals.
Q. Should a financial strategy be flexible or rigid?
Financial strategy should be flexible. While certain aspects like cost efficiency remain constant, you should always revisit the strategy, especially when you receive feedback or when market dynamics shift. Regular adjustments are necessary to stay on course.
Q. How often should a company reset its financial strategy?
Strategy resets should happen regularly, ideally every six months. For example, if you receive consistent customer feedback indicating a need for change or face evolving market conditions, adjusting your strategy is crucial to maintain alignment with business goals.
Q. How do customer feedback and satisfaction impact financial strategy?
Customer feedback plays a significant role in shaping financial strategy. If you consistently receive negative feedback, it's a sign that something is off, whether it's product design or service. Strategy should adjust accordingly based on this feedback to meet customer expectations and business goals.
Q. What are some examples of how customer feedback can trigger a strategy reset?
In retail, if customers complain about the layout or staff service, it’s a sign the strategy needs adjusting. Similarly, in software, recurring complaints about the user interface or lag may signal the need for product development changes. Consistent customer pain points must prompt a strategy reassessment.
Q. What are the common mistakes businesses make when adjusting their financial strategy?
A common mistake is failing to gather enough customer feedback before making significant shifts in strategy. Another mistake is overcomplicating the strategy by getting too focused on small details, instead of understanding the bigger picture and customer needs.
Q. How can finance teams build alignment across departments for financial strategy changes?
One key step is for finance leaders to spend time with sales and operations teams, helping them understand the financial strategy in simpler terms. It’s essential to break down financial concepts into tangible actions, like how many products need to be sold or how much capital should be allocated for growth.
Q. What are some of the biggest challenges CFOs face when implementing strategy changes?
A significant challenge is handling resistance from team members who may be skeptical of new strategies. Overcoming this requires a clear communication strategy and ensuring everyone understands the “why” behind the changes. It’s about building trust and fostering a collaborative mindset across teams.
Q. How should companies use AI and automation in financial planning?
AI and automation can greatly enhance financial planning by reducing time spent on data preparation and forecasting. For instance, Microsoft used machine learning to forecast sales quickly, allowing for more focused discussions on the results. However, AI implementation needs to be handled carefully and may take time for traditional companies to adopt.
Q. When is the right time to invest in AI and automation for financial planning?
The right time to invest in AI and automation is when the company has a clear strategy and a solid data infrastructure. It’s especially useful for businesses that are digitally native or cloud-based, where data is already well-integrated and accessible. But for large, legacy companies, the journey might take longer.
Q. What are the challenges in adopting AI for financial planning in traditional industries?
Traditional industries often face difficulties in adopting AI because of legacy systems, multiple ERPs, and manual processes. Unlike tech-first companies, which have more flexibility, established companies need to invest time and resources into simplifying systems and integrating new technologies to benefit from AI.
Q. How can companies assess whether an AI tool is worth the investment?
Start by testing the tool with a free trial, if available. If not, ask the provider for a discount or training deal. Then, assess whether it can integrate with your existing data systems. If it helps streamline operations, such as sales forecasting or budgeting, it’s worth considering for broader use.
Q. How does workforce planning tie into financial strategy?
Workforce planning directly impacts financial strategy, especially in service-based companies where revenue is closely tied to billable hours. For example, at Google Cloud, workforce planning focused on the number of people needed and billable hours, while in other sectors like retail, the focus is on headcount optimization relative to output.
Q. How do you manage workforce resistance to financial strategy changes?
To manage resistance, ensure you’ve fully explained the strategy and the rationale behind it. If there’s still resistance, encourage employees to provide alternative solutions. Sometimes, showing that you’re willing to try things and adjust if they fail helps in gaining buy-in from the team.
Q. Can you share an example where a financial strategy didn’t work and what you learned from it?
At GE, we shifted from offering customized products to standardized ones to save costs. However, customers still wanted custom solutions, which led to cost overruns. This taught me the importance of always integrating customer feedback into the financial strategy and being ready to adjust when the strategy doesn’t meet real-world needs.
Q. How should companies assess new financial tools before investing?
It’s important to assess new financial tools by testing them first, using a free trial or a limited number of licenses. Tools like UI Path, which automate manual tasks, can help reduce operational costs and free up capital for investment elsewhere. Always ensure the tool integrates seamlessly with your existing systems.
Q. How do you handle economic uncertainty in financial planning?
To handle economic uncertainty, it’s essential to understand the market and potential risks, such as tariffs or global disruptions. Financial strategies should include contingency plans that allow the business to pivot if necessary, ensuring long-term sustainability even during challenging times.
Q. What’s the role of automation in managing operational risks?
Automation plays a key role in reducing manual processes and operational risks. For example, robotic process automation (RPA) can automate invoice reconciliation, freeing up resources and reducing human error. This allows companies to focus on strategic decision-making rather than routine tasks.
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