Modern FP&A in SaaS: Strategic Financial Planning and Analysis, Forecasting, and KPIs to Drive Business Performance

Modern FP&A in SaaS - financial planning, forecasting and KPIs
Modern FP&A in SaaS – Strategic Planning and Forecasting

FP&A has undergone a profound shift in recent years. What was once a role largely confined to reviewing historical results, identifying variances, and producing reports has now become a forward-looking, strategic function. FP&A now goes beyond delivering data-driven insights to support sharper, more informed decisions; it also plays a key role in keeping processes aligned with the company’s broader vision and long-term objectives

The end goal of FP&A is the same everywhere: to connect numbers with strategy and ensure that resources are used effectively. What changes, however, is the way this goal is achieved. The tools, methods, and even the skills required can differ greatly depending on the industry, the stage of growth, and the business model in play.

In the case of SaaS companies, and especially those operating with AI-driven cloud solutions, FP&A takes on very specific characteristics. This article will look at the technical aspects that make FP&A in SaaS both challenging and uniquely valuable.

Why SaaS Stands Apart: Implications for FP&A

What sets SaaS companies apart from other service providers is the subscription-based, recurring revenue model that underpins their business. Instead of one-off transactions, value is built over time through long-term customer relationships, established via subscriptions and different types of contracts, such as:

  • Monthly subscriptions – flexible, short-term contracts with high churn risk but lower entry barriers.
  • Annual or multi-year subscriptions – longer-term agreements that provide revenue visibility and often include upfront payments or discounts.
  • Usage-based or consumption-based contracts – pricing tied to actual usage (e.g., number of API calls, minutes, storage, tokens).
  • Seat-based or license contracts – based on the number of users or seats activated.
  • Enterprise agreements – large-scale, customized contracts negotiated with major clients, often bundling multiple services and support levels.
  • Freemium-to-paid conversions – starting with free access and converting users into paying subscribers through premium features.

For this type of business, it is no longer sufficient to simply forecast revenue, compare actuals against budget, or perform routine cost analysis by element or by month. To deliver real value, FP&A must go further—designing, monitoring, and interpreting a set of SaaS-specific metrics that act as the true drivers of both performance measurement and forward-looking predictions.

One of the most important metrics in SaaS is MRR (Monthly Recurring Revenue). It helps normalize and forecast subscription revenue in a consistent way each month. For further reading on MRR—what it is, why it's important, and how it's calculated—you can refer to this detailed guide from the Corporate Finance Institute: What is Monthly Recurring Revenue (MRR)?

Other key SaaS metrics include:

  • ARR (Annual Recurring Revenue) – a longer-term view of recurring revenue, critical for investor communication and valuation.
  • NRR (Net Revenue Retention) – reflects the balance between churn, downgrades, expansions, and upsells within the existing customer base.
  • Churn Rate – both gross and net, showing customer and revenue attrition.
  • Customer Acquisition Cost (CAC) – the full cost of acquiring a new customer, including sales and marketing.
  • Customer Lifetime Value (LTV) – the projected net revenue generated over the lifetime of a customer.
  • LTV/CAC Ratio – a measure of efficiency and sustainability of the growth model.
  • Gross Margin – especially relevant for AI-enabled SaaS, where cloud infrastructure and compute costs can significantly affect profitability.
  • Payback Period – the time required to recover acquisition costs from customer revenues.

Together, these metrics form the backbone of financial planning in SaaS. They not only guide forecasting and variance analysis but also provide early signals on growth efficiency, scalability, and long-term value creation.

Accounting Treatment in SaaS – Why It Matters for FP&A

One of the key complexities in SaaS lies in the accounting treatment of revenues and costs. Unlike traditional businesses where revenue is often recognized at the point of sale, SaaS companies operate under a subscription or usage-based model, which requires careful alignment with accounting standards (such as IFRS 15 or ASC 606).

Revenue Recognition

  • Subscriptions: Revenues are recognized over time, typically on a straight-line basis across the subscription period, even if the customer pays upfront for the year.
  • Implementation or setup fees: Often must be deferred and recognized across the contract duration, rather than booked immediately.
  • Usage-based contracts: Revenue is recognized as the service is consumed (e.g., number of API calls or tokens processed).
  • Enterprise agreements with multiple elements: These may require allocation of revenue across bundled services (e.g., software access, support, training), based on relative standalone selling prices.

Cost Treatment

  • Sales commissions and contract acquisition costs: Frequently capitalized and then amortized over the customer contract life.
  • Hosting and cloud infrastructure costs: Expensed as incurred, directly impacting gross margin.
  • R&D and product development: Depending on jurisdiction, some development costs may be capitalized, though many SaaS companies expense them as incurred for prudence.

Why This Matters for FP&A

  • For FP&A professionals, understanding the accounting treatment is not about replacing accounting, but about ensuring forecasts and performance analysis reflect the economic reality of SaaS contracts.
  • It helps reconcile differences between cash inflows and revenue recognition, crucial for cash flow planning.
  • It ensures proper financial modelling of deferred revenue and its role as a leading indicator of future revenues.
  • It improves accuracy in forecasting gross margin, especially where cloud and AI compute costs fluctuate with customer usage.
  • It enables more meaningful variance analysis, since deviations may stem from accounting rules (timing of revenue or costs) rather than business performance.

In short, accounting treatment defines the financial framework within which FP&A operates. Without mastering it, FP&A risks misinterpreting results or miscommunicating performance drivers to management and investors.

Tools and Processes in SaaS FP&A

The role of FP&A in SaaS goes far beyond spreadsheets. To manage the complexity of recurring revenues, high customer acquisition costs, and dynamic churn patterns, FP&A teams rely on a combination of tools and processes that allow them to integrate financial data, operational metrics, and business drivers into a single planning framework.

Typical Tools

  • Data Warehouse &BI Platforms: Snowflake, BigQuery, or Redshift, combined with BI tools like Power BI, Tableau, or Looker, to centralize and visualize SaaS metrics (MRR, ARR, churn, NRR).
  • FP&A / Planning Platforms: Anaplan, Adaptive Insights, or Cube — used to build dynamic forecasting models that link revenue drivers (subscriptions, cohorts, pricing tiers) to costs and cash flow.
  • CRM and Billing Systems: Salesforce, HubSpot, Zuora, or Stripe Billing — essential for feeding pipeline, bookings, and billing data into forecasts.
  • Excel / Google Sheets: Still widely used for Financial modelling and variance analysis, especially in smaller or fast-growing companies where flexibility is key.

The FP&A Process in SaaS

  • Data collection & integration – Revenue and usage data from billing systems, pipeline data from CRM, and financials from ERP are consolidated into a single model.
  • Driver-based forecasting – Instead of only projecting revenues top-down, FP&A builds forecasts from operational drivers: new bookings, churn rates, upsells, customer cohorts.
  • Scenario planning – Different cases (base, optimistic, conservative) are modeled, considering customer retention, CAC efficiency, or cloud cost fluctuations.
  • Variance analysis – Actuals are compared to budget/forecast, with deep dives into revenue drivers (e.g., higher churn in SME segment, delayed enterprise upsells).
  • Communication – Results and scenarios are presented to leadership, ensuring alignment between financial outlook and strategic decisions.

A Concrete Example

Imagine a SaaS company offering an AI-powered communications platform:

  • At the start of the year, the forecast assumed 100 new customers per quarter, with an average contract value of €12,000/year, churn at 8%, and expansion revenue at 15%.
  • During Q2, actuals show only 70 new customers but an expansion rate of 25% thanks to strong upselling.
  • FP&A uses Adaptive Insights connected to Salesforce and Zuora to refresh the forecast. The updated model shows lower bookings but stronger NRR, keeping ARR growth close to plan.
  • In the variance analysis, FP&A highlights that sales efficiency in the SME segment is significantly below target, while enterprise accounts are performing above expectations.

A simple response would be to reallocate marketing spend from SME to enterprise, which might improve ROI on CAC in the short term. But FP&A pushes further, investigating the root causes behind the SME underperformance. Analysis shows that:

  • Acquisition costs are inflated because the sales cycle for SMEs is longer than expected.
  • Many smaller customers churn after three months, suggesting onboarding and customer success gaps.
  • Pricing is misaligned with perceived value for SME clients, making upsell opportunities rare.

Based on these insights, management decides on a twofold corrective action:

  • In the short term, increase investment in enterprise sales where performance is strong.
  • In the medium term, redesign the SME go-to-market approach — adjusting pricing tiers, strengthening onboarding, and revising marketing channels to improve acquisition efficiency.

This example illustrates that FP&A’s role is not limited to reporting deviations. It is about connecting financial signals to operational drivers and ensuring that corrective actions address the real causes, not just the symptoms.

FP&A cycle: from variance analysis to corrective actions, forecast update and PDCA
Image 1. FP&A cycle: from variance analysis to corrective actions, Forecast update and PDCA cycle.

The above image shows how FP&A moves beyond reporting to action: from identifying a variance, through root cause analysis and corrective action, to updating the forecast with costs, timing, and expected revenue. Continuous monitoring and PDCA close the loop, ensuring forecasts stay aligned with business reality.

Conclusion

FP&A in SaaS is fundamentally different from other industries. While the core objective of aligning financial performance with strategy remains the same, the methods, metrics, and tools must reflect the realities of a subscription-driven, customer-centric business model. Forecasting cannot stop at revenue projections or cost allocations — it must incorporate SaaS-specific KPIs, account for revenue recognition rules, and translate operational signals into forward-looking financial insights.

Ultimately, modern FP&A is not about explaining the past but about shaping the future, ensuring that corrective actions are tied to root causes and reflected in updated forecasts. In SaaS, this means FP&A becomes a true strategic partner: guiding investment decisions, improving efficiency, and enabling scalable, sustainable growth.

About FinDep Consult

At FinDep Consult, we specialize in helping companies — from fast-growing SaaS providers to established enterprises — unlock the full potential of their FP&A function. With deep expertise in financial planning, forecasting, and performance management, we design frameworks tailored to the unique challenges of subscription and AI-driven business models.

Our services include:

  • FP&A design and transformation — aligning finance processes with business objectives.
  • KPI and dashboard development — building the metrics that matter for SaaS growth.
  • Forecasting and scenario modeling — enabling data-driven, agile decision-making.
  • Interim CFO and advisory services — bridging strategic vision with operational execution.

Founded in Milan and operating across Europe, the U.S., and the UAE, FinDep Consult combines global best practices with local market insight. We partner with leadership teams to ensure that finance is not just a reporting function but a strategic driver of value creation.

Photo of Anastasia Aleksenko FCCA, article author and Managing Partner of FinDep Consult

👤 About the Author

Anastasia Aleksenko, FCCA, Managing Partner at FinDep Consult. ACCA Fellow and CPA (Italy) with 25+ years in finance leadership, specializing in financial modelling, FP&A transformation, and operational financial control.

Through FinDep Consult, she helps companies design robust Results-Driven FP&A Function that drive performance, and lead to the achievement of the company's objectives.

Operational Financial Models for Modern FP&A: Forecasting, Cash Flow Management, and Strategic Financial Control

Laptop with financial dashboards, charts, and spreadsheets representing operational financial models, forecasting, and cash flow management in modern FP&A
Financial dashboards and models turn complex data into clear insights — a vital tool for CFOs and FP&A teams in forecasting and decision-making.

Seventeen years ago, while working in an asset management company, I came across a financial model for the very first time. That moment was a turning point in my career: I was immediately fascinated by the ability of a model to capture, structure, and explain the financial reality of a business. Since then, I have remained one of its strongest advocates — and, of course, a dedicated admirer of Excel.

A financial model is far more than just a spreadsheet. It is the tool that allows Finance professionals and modern FP&A teams to build a comprehensive view of a company’s financials and flows: how the business generates revenue, creates value, incurs costs, and produces cash flows. A well-designed model doesn’t just summarize numbers — it answers questions, often the most complex ones, quickly and reliably.

In essence, a financial model is a living map of the business. When built and managed properly, it becomes a decision-making compass: helping leaders understand scenarios, assess risks, and make informed choices with clarity and confidence.

Why Each Finance Leader or CFO Should Have a Financial Model

Whenever I join an organization or receive a new assignment — whether it is a post-M&A integration project to align local accounting and finance processes with the Group, an FP&A mandate to drive efficiency and ensure all functions are aligned with company objectives, or an Interim Finance Leadership role aimed at making finance transparent, insightful, reliable, and performance-driven — I always begin with building a financial model.

I am a self-learner and, above all, a practitioner. This means I don’t strictly follow conventional structures or methodologies, even if they are endorsed by world-renowned institutions. While I might not match the speed of professional modelers who have spent years crafting models for PE or M&A deals, I go deeper — tailoring the model to the specific needs and realities of the business.

There is no universal standard. A well-designed, generic model can work for some straightforward companies, but I firmly believe that every business is unique, and therefore every model must also be unique. Even if you purchase or adopt a pre-built model, chances are high that you will need to customize or modify it. The good news is that there are best practices and common approaches that help make any model more structured, robust, and user-friendly.

The reason I always start with a financial model is not just about forecasting. In fact, many times it isn’t even requested — for example, when I am working on accounting-focused assignments. But building a model gives me something much more valuable: a deep understanding of the business and its flows, both operational and informational.

A financial model helps connect the dots, put the puzzle together, and build confidence in the reports and data. It transforms raw numbers into meaningful insights, allowing Finance to see not only what is happening but also why. For me, it is the bridge between financial control and strategic decision-making.

That is why I believe every company — and especially every Finance leader, CFO, or FP&A professional — should have their own financial model. It is not a luxury or a nice-to-have tool. It is the foundation for cash flow management, forecasting, and financial planning & analysis, and the best way to ensure Finance drives performance rather than simply reporting it.

Types of Financial Models

Financial models can take many different forms depending on the purpose, scope, and level of detail required. They are not always built to represent the entire company — often a model is created for a specific project, business unit, or even a single task. Some of the most common types include:

  • Three-Statement Model – Links the income statement, balance sheet, and cash flow statement into one integrated view.
  • DCF (Discounted Cash Flow) Model – Used for company valuation, based on projecting free cash flows and discounting them back to present value.
  • M&A Model – Assesses the financial impact of an acquisition or merger, including synergies, goodwill, and deal structure.
  • LBO (Leveraged Buyout) Model – Evaluates a highly leveraged acquisition and the ability of the target company to repay debt.
  • Budgeting & Forecasting Model – Supports short- and medium-term planning, often integrated into FP&A processes.
  • Project Finance Model – Built for large infrastructure or capital-intensive projects, focused on funding, debt service, and returns.
  • Operational Financial Model – Provides a detailed, dynamic view of the company’s operations, revenues, costs, and cash flows, helping Finance professionals and leaders manage performance and align operations with strategy.

In this article, we will focus on the Operational Financial Model — a powerful tool that bridges finance and business operations, and a foundation for modern FP&A, financial control, and strategic decision-making.

The Core Structure of an Operational Financial Model

A robust Operational Financial Model is much more than a set of linked spreadsheets. It is a structured system that transforms raw financial and operational data into clear insights for decision-making. While each company is unique and no single template fits all, most effective models share a common structure built around four key components:

Assumptions

This section defines the key drivers and scenarios for budgeting and forecasting. It may include growth rates, pricing assumptions, cost drivers, FX rates, or any variable that influences the model’s outputs.

Inputs

The model collects all relevant financial and operational data, depending on the required level of detail. Typical inputs can include:

  • Historical P&L or Cash Flow data
  • Fixed assets register
  • Headcount list with related costs
  • Currency data
  • Budgets and forecast updates

These inputs act as the foundation for reliable calculations and scenario building.

Engine (Calculations)

This is the working core of the model — the calculation sheets where logic, formulas, and structures are engineered. It connects assumptions with inputs and produces consistent outputs. In more complex models, the engine often includes:

  • Mapping sheets between ledger categories and financial model categories for P&L, CF, and BS (especially when the model is not directly integrated into the ERP).
  • Bridges between detailed and summary reports, ensuring that granular P&L lines can roll up seamlessly into executive summaries.
  • Intermediate sheets for reconciliations and transformations.

Outputs

These are the user-facing forms: dashboards, reports, or summaries that present the results of the calculations in a clear, decision-ready format. Depending on the audience, outputs can include:

  • Executive summary reports
  • Detailed financial statements
  • Scenario or sensitivity analysis views
  • Cash flow management dashboards

In reality, a robust financial model is rarely just three or four sheets. A practical, professional-grade model is a working instrument: complex in its backbone but simple and intuitive in its presentation. For it to be effective, it must be well-designed, clearly structured, and easy to navigate — so that Finance professionals, CFOs, and business leaders can use it with confidence and reliability.

Best Practices for Building Robust Financial Models

While each company and situation is unique, there are best practices and common approaches that make a financial model more structured, reliable, and user-friendly. These practices transform the model from a technical spreadsheet into a strategic FP&A tool that supports Finance professionals, CFOs, and business leaders.

  • Clarity and Transparency – A financial model should be easy to follow, even for someone who didn’t build it. Use consistent formatting, clear labeling, and intuitive structures. Avoid hiding calculations in hard-to-find places — transparency builds trust in the model.
  • Structured Design – Separate assumptions, inputs, calculations, and outputs into clearly defined areas or sheets. This makes the model easier to navigate and reduces the risk of errors. For complex models, a logical flow with mapping and intermediate sheets ensures control and reliability.
  • Flexibility and Scalability – Business needs evolve. A good model should allow for easy updates, new assumptions, and scenario analysis without requiring a complete rebuild. This is where advanced Excel skills and the right use of functions, references, and dynamic ranges make a difference.
  • Robust Error-Checking – The more advanced the model, the greater the risk of errors. Incorporate cross-checks, reconciliations, and balance controls (e.g., assets = liabilities + equity) to ensure accuracy and integrity of outputs.
  • User-Friendly Outputs – Ultimately, a financial model is a tool for decision-making. Dashboards, summary reports, and charts should be designed with the end-user in mind — whether that’s the CFO, the FP&A team, or business leaders looking for quick insights into performance and cash flow management.
  • Documentation and Version Control – Even the most elegant model loses value if no one understands how it works. Document key assumptions, methodologies, and version history to make the model sustainable and transferable across Finance teams.

By following these practices, Finance professionals can create operational financial models that are not only technically sound but also strategic assets for financial planning & analysis, forecasting, and performance management. This is where advanced modelling techniques elevate quality and control.

Practical Advice: Where to Start When Building an Operational Financial Model

If you are building an operational financial model, the best place to start is with the end in mind. Ask yourself: What should the final output look like for the stakeholders? Is it an Executive Summary, a 3-year P&L forecast, a Project Finance schedule, a Real Estate portfolio financial report — or perhaps all of these combined?

The output format should always be aligned with what stakeholders already use and understand. Most companies have established reporting packs, budget forms, or visualizations — these should form the foundation of your outputs.

From there, a few practical rules will ensure your model is robust, flexible, and sustainable:

  • Design Around Consistency – Use a consistent sheet layout. Periods (months, quarters, years) should always appear in the same row and start in the same column across all sheets. For example, if January of the current year is in column H in one sheet, it should be in column H in every sheet.
  • Granularity First, Aggregation Later – For detailed or intermediate sheets, always use the most granular level of data available — even if stakeholders don’t request it. This ensures flexibility: if a new report is requested later, you can simply create a mapping (many-to-one) instead of redesigning the entire model.
  • No Hard-Coding – Avoid embedding numbers directly in formulas (“hard coding”). Inputs, assumptions, and mappings should be the only areas you update. Calculation, intermediary, and output sheets should remain untouched once designed. Outputs should also be protected to avoid accidental edits.
  • Consistency in Formulas – Every row in a calculation sheet should use the same formula structure, applied consistently across the sheet. Yes, this may mean complex 4–5 level formulas — but they will be robust, scalable, and maintainable.
  • Leverage AI Tools – Tools like ChatGPT or Copilot can help you design, debug, and explain complex formulas, making them more transparent and readable.
  • Invest in the Design Phase – Don’t oversimplify at the start — shortcuts often lead to complications later. A well-structured model requires more effort upfront, but it saves countless hours of rework, reduces the risk of losing control, and ensures Finance professionals can rely on it for accurate, consistent insights.

In short: build for flexibility, design for transparency, and think long-term. A model is not just a one-off exercise — it’s a living instrument of financial control and strategic FP&A.

Conclusion

A financial model is much more than a spreadsheet. It is the backbone of modern FP&A, a tool that helps Finance professionals, CFOs, and business leaders gain transparency, control, and insight into how the business truly works. From forecasting to cash flow management, from performance tracking to strategic planning, the operational financial model is the bridge between numbers and decisions.

Of course, what we have covered here is only part of the story. There are many other aspects of financial modelling — advanced modelling techniques, integrations with ERP and BI systems, automation, scenario planning, and sensitivity analysis — that cannot be fully described in a single article. Each of these topics deserves its own space and depth of discussion.

At FinDep Consult, we combine hands-on experience with advanced modelling techniques, financial control, and strategic FP&A expertise to design models that are not only technically robust but also tailored to the unique needs of each company. Whether you are going through post-M&A integration, building an FP&A function, or seeking an interim finance leader, we believe the right financial model is the foundation for success.

👉 If you want to explore how a financial model can help your company gain clarity, efficiency, and confidence in decision-making, let’s talk.

Photo of Anastasia Aleksenko FCCA, article author and Managing Partner of FinDep Consult

👤 About the Author

Anastasia Aleksenko, FCCA, Managing Partner at FinDep Consult. ACCA Fellow and CPA (Italy) with 25+ years in finance leadership, specializing in financial modelling, FP&A transformation, and operational financial control.

Through FinDep Consult, she helps companies design robust operational financial models that drive forecasting, cash flow management, and strategic FP&A.

Unlock Exceptional Growth with Accounting and Finance Services in Italy: FinDep Consult’s Proven Approach

Unlock Exceptional Growth with Accounting and Finance Services in Italy: FinDep Consult’s Proven Approach
Accounting and Finance Services in Italy

At FinDep Consult, we pride ourselves on being more than just an external provider of Accounting and Finance services in Italy. We’re not here to follow the established processes or tick off the same boxes that everyone else does. Instead, we’ve built our business on deep, practical experience in the corporate sector, understanding the pain points, challenges, and nuances that come with managing financial operations and growth. We are a true partner—not just a service provider.

Growing From Corporate Roots to Understand What Matters Most

Our team has grown from the corporate sector, and that experience shapes everything we do. We’ve walked the path of corporate finance and management firsthand, so we understand the challenges faced by businesses from the inside out. This deep, hands-on knowledge of corporate environments allows us to work closely with our clients and truly grasp their needs—something that many external providers miss.

In the corporate world, we were often frustrated by the detachment of external consultants. They would come in, present their generic solutions, and leave without ever truly understanding the specifics of our business. This lack of deep engagement and tailored advice was a key reason why we decided to build FinDep Consult differently.

We believe that externalisation is an opportunity to expand the scope, see more, learn more, and implement solutions that truly make a difference. By working closely with our clients, we’re able to address the root causes of challenges rather than just treating the symptoms. Our approach is not just about doing the job well—it’s about constantly pushing to find the ultimate answers to questions, ensuring that every solution is both relevant and sustainable.

The Core Principle: We Do Our Work Well

At FinDep Consult, we take pride in the quality of our work. Doing our work well is our guiding principle, and we believe that every service we provide should reflect that. Whether we’re acting as an Interim CFO for an SME, providing FP&A services, or handling complex cash flow management, we aim to exceed expectations and deliver results that drive real change for our clients.

For us, working with just one company is too narrow. We want to do more—to share our expertise and value with as many companies as possible. By doing so, we can expand our reach and continuously increase the value we deliver. This approach allows us to build long-term partnerships and foster a culture of growth and transformation, both for us and for our clients.

A Comprehensive Range of Accounting and Finance Services in Italy

At the core of our offering is a wide range of Accounting and Finance services in Italy, including everything from accounting to quality FP&A. We understand that businesses at every stage of their lifecycle need access to comprehensive, tailored financial services. Whether you're a rapidly growing company or a mature enterprise looking to enhance efficiency, our services are designed to meet your specific needs.

Our Interim Senior Leadership assignments—including our Interim CFO services—are a key part of our offering for SMEs. We bring experienced leadership into your organisation on a temporary basis to ensure you have the strategic financial guidance needed to navigate complex challenges and opportunities, whether you're scaling up, entering a new market, or restructuring your operations. Our Interim CFOs are experienced professionals who understand the intricacies of business management and financial decision-making, and we bring this expertise directly to your team.

In addition to interim leadership, we also offer FP&A for rapid growth. As businesses grow, the need for strategic financial planning and analysis becomes more critical. We work closely with companies to build strong, forward-looking financial plans that help them scale efficiently. From budgeting and forecasting to performance analysis, we ensure that businesses are equipped with the tools they need to thrive.

Post-M&A Support: A Critical Service for Italian SMEs

Post-M&A, many Italian SMEs face unique challenges in integrating their operations, aligning cultures, and restructuring their financial frameworks. We specialize in post-M&A services, helping companies navigate these transitions with ease. From financial modelling and performance analysis to restructuring and financial reporting, we provide the expertise needed to make sure that the post-acquisition phase is a success.

Our work in this area extends to Private Equity firms looking for support in portfolio management, financial reporting, and value creation strategies. We help these businesses increase efficiency, mitigate risks, and ensure that their investments deliver maximum returns.

A Fresh Perspective and Innovation

One of the key benefits we bring to our clients is a fresh perspective. As an external partner, we have the ability to step back, analyse the business from an objective standpoint, and offer innovative solutions that might not be immediately apparent to those working inside the company. We bring new ideas, fresh insights, and cutting-edge strategies to the table, helping companies stay ahead of the curve in an ever-evolving financial landscape.

This innovation is particularly valuable for growing companies looking to structure their finance function effectively. As businesses expand, they need a financial team that can support them with solid foundations and forward-thinking solutions. Our FP&A services are designed to help companies build these foundations, from streamlining accounting processes to implementing comprehensive financial reporting and analysis.

The Importance of Cash Flow Management and Financial Statements

Cash flow management is another critical service we provide. Ensuring that businesses have a strong understanding of their cash position is crucial to their long-term success. We help businesses maintain a healthy cash flow, enabling them to weather financial fluctuations and invest in future growth.

Additionally, our expertise in preparing financial statements ensures that our clients have accurate, timely, and insightful financial reports. We understand that financial statements are more than just numbers—they are a key tool for making informed decisions and driving business strategy. By providing accurate, actionable financial reporting, we empower businesses to make better choices and navigate challenges with confidence.

The FinDep Consult Difference

In everything we do, we remain committed to our core principles: working closely with clients, fostering growth, and continuously improving our services. We are not here to just fill a gap or offer a temporary fix. We are here to build long-term, meaningful relationships and help businesses grow, evolve, and thrive.

Whether you need an Interim CFO for an SME, quality FP&A services, or help with cash flow management and financial statements, FinDep Consult is the partner you can trust to help you take your business to the next level.

If you're ready to experience a fresh approach to finance and unlock your business’s full potential, get in touch with us today. We’re not just a service provider—we’re your partner in growth.

Follow FinDep Consult for updates on interim CFOs, FP&A, M&A, and customized financial strategies.

Request your free consultation with our Accounting and Finance experts in Italy and turn your M&A transaction into long-term value through effective financial leadership and integration support.

👤 About the Author

Photo of Anastasia Aleksenko FCCA, article author and Managing Partner of FinDep Consult
Anastasia Aleksenko is the Managing Partner of FinDep Consult.

She is an ACCA Fellow member and CPA in Italy. With over 25 years of international experience in senior finance leadership roles, she has led complex post-M&A finance integrations across borders—especially in the Italian market.

Her expertise spans the full Finance spectrum—from accounting and controlling to business intelligence and FP&A transformation. She has built Finance functions from scratch for high-growth companies, implementing data-driven models and positioning Finance as a strategic business partner.

Anastasia is passionate about empowering modern Finance professionals to go beyond traditional reporting—embracing strategy, communication, and measurable business impact. Through FinDep Consult, she champions a vision of Finance as a true growth driver, not just a back-office function.

For more information about FinDep Consult and our services, please visit our profile on the British Chamber of Commerce Italy website.

Unlock Value: Why You Need an Interim CFO for M&A in Italy

Unlock Value: Why You Need an Interim CFO for M&A in Italy
Finance professionals reviewing post-M&A integration data with Interim CFO for M&A in Italy oversight
Finance professionals aligning strategy and execution post-M&A under Interim CFO for M&A in Italy leadership.

Mergers and acquisitions (M&A) are powerful strategic tools to accelerate growth, enter new markets, or consolidate industries. In Italy, the M&A landscape remains dynamic, with a steady flow of transactions driven by both domestic and international players. But while closing a deal may seem like the finish line, it’s only the beginning of the real challenge: capturing value and delivering on the strategic intent of the transaction.

Too often, companies underestimate the complexity of post-acquisition integration . Synergies are promised but not delivered, teams remain siloed, reporting systems clash, and strategic priorities get lost in operational confusion.

To avoid this fate, businesses are increasingly turning to an Interim CFO for M&A —a senior finance professional who brings immediate leadership, structure, and clarity to the post-M&A process. At FinDep Consult, we help companies operating in Italy successfully bridge the gap between deal and value, using the right mix of financial expertise, operational control, and strategic oversight.

Why M&A in Italy Needs More Than Just Due Diligence

Italy offers unique opportunities for M&A. Many companies—particularly in manufacturing, fashion, food, and tech—are profitable but under-managed financially. Family-owned businesses often lack formal governance, scalable systems, or strategic financial planning. As a result, they make attractive acquisition targets for investors and corporates alike.

However, executing a deal in Italy comes with its own challenges:

  • Fragmented ownership structures
  • Limited transparency in financial reporting
  • Cultural resistance to change
  • Inconsistent finance processes
  • Weak FP&A and cost control disciplines

These issues rarely appear during due diligence but can significantly undermine post-deal performance if not addressed early.

The Role of the Interim CFO for M&A in Italy in Post-Acquisition Integration

Once the deal is signed, the focus must shift immediately to integration—financial, operational, and cultural. This is where an Interim CFO adds exceptional value. Brought in for a defined period, often between 3 to 12 months, this experienced professional leads the financial transformation needed to make the deal work.

An Interim CFO for M&A in Italy is not just a gap-filler. They are a strategic partner who:

  • Establishes control over finance operations
  • Implements cost management frameworks
  • Aligns reporting and KPIs across entities
  • Builds integrated budgeting and forecasting tools
  • Manages cash flow during transition
  • Drives profitability analysis across business lines
  • Supports the new governance and investor reporting requirements

From Transaction to Transformation: Key Areas of CFO Impact

1. Financial Visibility and Reporting Alignment

Different chart of accounts, inconsistent cost categorisation, or delayed month-end closes can derail early value capture. An Interim CFO rapidly introduces structured, comparable reporting frameworks—across legal entities and business units—so leadership can make informed decisions.

2. Cost Control and Synergy Execution

Most M&A deals justify their price based on future synergies. But without tight cost control mechanisms, these remain theoretical. The Interim CFO identifies areas for savings—duplication, inefficiencies, and overhead excess—and ensures execution is tracked and managed.

3. FP&A Capability Building

If the acquired company lacks a forecasting and performance tracking culture, the Interim CFO introduces FP&A best practices, including:

  • Rolling forecasts
  • Scenario planning
  • Driver-based budgeting
  • Profitability by product/customer

4. Working Capital and Cash Flow Management

Post-deal periods are often cash-intensive. A strong Interim CFO ensures tight working capital management, with active control of receivables, payables, and inventory. They also create visibility on future liquidity needs, ensuring surprises are avoided.

5. Governance and Stakeholder Communication

Private equity funds, strategic buyers, and family offices all want to see evidence of value creation. The Interim CFO plays a key role in building trust with new stakeholders through transparent, consistent communication of results, risks, and forecasts.

Why This Matters for Finance Professionals in Italy

In the Italian business landscape, finance professionals are often trained to focus on compliance and reporting. Yet, M&A success requires a different mindset—one that is forward-looking, performance-driven, and operationally grounded.

By working with or learning from an experienced Interim CFO, internal finance teams can develop skills in:

  • Integration management
  • Advanced analytics and BI tools
  • Project-based finance leadership
  • Cross-cultural stakeholder management

This exposure not only benefits the immediate project but also elevates the long-term finance capability of the organization.

Maximising Return on Investment in M&A

Ultimately, every M&A transaction is a bet on future returns. But those returns don’t materialise automatically. They require active effort, structured integration, and strong financial leadership from day one.

At FinDep Consult, we’ve supported numerous M&A projects in Italy—from carve-outs to growth acquisitions—ensuring that what looks good on paper translates into sustainable, profitable operations.

Our Interim CFOs bring a rare combination of technical competence, change management experience, and industry knowledge. Whether you're acquiring a business, merging operations, or preparing for exit, we can help you maximise your return on investment.

A Strategic Ally for M&A Success in Italy

Whether you are a private equity investor, a multinational entering the Italian market, or an Italian company pursuing growth through acquisition, don’t leave value capture to chance.

Engage an Interim CFO early in your M&A process to:

  • Establish financial clarity
  • Accelerate integration
  • Control costs and cash flow
  • Build a data-driven decision culture
  • Deliver measurable profitability improvements

Follow FinDep Consult for updates on interim CFOs, FP&A, M&A, and customized financial strategies.

Request your free consultation with our Interim CFO experts and turn your M&A transaction into long-term value through effective financial leadership and integration support.

👤 About the Author
Photo of Anastasia Aleksenko FCCA, article author and Managing Partner of FinDep Consult
Anastasia Aleksenko is the Managing Partner of FinDep Consult.

She is an ACCA Fellow member and CPA in Italy. With over 25 years of international experience in senior finance leadership roles, she has led complex post-M&A finance integrations across borders—especially in the Italian market.

Her expertise spans the full Finance spectrum—from accounting and controlling to business intelligence and FP&A transformation. She has built Finance functions from scratch for high-growth companies, implementing data-driven models and positioning Finance as a strategic business partner.

Anastasia is passionate about empowering modern Finance professionals to go beyond traditional reporting—embracing strategy, communication, and measurable business impact. Through FinDep Consult, she champions a vision of Finance as a true growth driver, not just a back-office function.

FP&A Framework to prevent the business failure

Why a Strong FP&A Framework Is Key to Preventing Business Failure

Hand selecting a green check next to a rising chart on a laptop, symbolizing strategic control, risk prevention and improved performance through FP&A
Strategic planning and control: the foundation of a strong, preventive FP&A system.

Strategic FP&A: preventing business crisis begins with a well-constructed control and management system.

In Italy, the Business Crisis and Insolvency Code (D.Lgs 14/2019) and the Civil Code (art. 2086) require companies to adopt, from the start of their activity, adequate organizational, administrative, and accounting structures. These structures must support not only efficient operations but also early identification of crisis and business continuity risks.

This is a good law. It promotes a culture of prevention and responsibility. But the issue is that many companies start from the end, focusing only on formal compliance: asking how to monitor, which thresholds to use. Only when signs of crisis emerge (liquidity issues, falling margins, creditor tensions), do they implement control tools.

This is a formal and reactive approach. Systems are introduced in response to symptoms—not to prevent them. That’s the critical flaw.

A structured and strategic approach

At FinDep Consult, we promote a radically different approach: strategic and vision-driven.

A business is founded with a purpose. Crisis is not part of that purpose. A company is born to create value, achieve goals, grow. To face internal and external challenges, a company needs a robust system—not to manage crises, but to reach results. If that system works, crises either don’t occur or are addressed early and effectively.

The Argenti Model: Defects – Errors – Symptoms – Failure

The Argenti model clearly describes the path to business failure.

Diagram of the Argenti business failure model showing the sequence: defects, errors, symptoms, failure
Figure 1. Argenti Model: organizational defects cause management errors, which trigger symptoms and ultimately lead to failure.
  • Defects: structural weaknesses (lack of control, weak leadership, no planning)
  • Mistakes: wrong decisions caused by those defects
  • Symptoms: visible signs (liquidity issues, revenue drop, delays)
  • Failure: actual business collapse

Many companies don’t address the defects. They make errors. Only when symptoms emerge do they act—but by then, the damage is done.

The implementation of "adequate structures" happens too often in reaction to symptoms. That’s not prevention. It’s containment.

FinDep Consult’s approach: Strategic FP&A from the beginning

Our FP&A approach is based on a simple principle: it all starts with objectives.
  • Initial analysis: we assess if the company already shows symptoms, comparing the current state (as is) to the desired one (to be).
  • Plan development: we define economic and financial objectives and create a long-term plan to close the gap.
  • Concrete actions: we identify actions to mitigate risks and implement the strategy.
  • Integrated monitoring: tools like budgeting, cash planning, and reporting are designed to support objectives—not as ends in themselves.

An adaptive approach across business life cycles

Each business phase requires a tailored approach:

  • Start-up: the challenge is managing uncertainty and securing funding to support growth.
  • Rapid growth: plans need constant updates to reflect evolving potential; FP&A supports goal setting and execution.
  • Maturity: focus shifts to operational efficiency, margin optimization, and profitability control.
  • Decline or crisis: first restore stability, then resume strategic planning with new goals.

Tools matter—but vision comes first

Tools like budgets, cash flows, variance analysis, monthly reports, and KPIs are essential. But they’re not enough without a clear vision.

The starting point is always the why: why does the business exist, where is it going, how do we measure progress? That’s what drives our approach.

But what does "starting from objectives" really mean? It’s more than a good slogan—it’s a disciplined, structured practice. Strategic FP&A must be informed, 360° aware, and grounded in the actual company context.

First step: build a complete financial model

The process starts with a 3-statement Operational Financial Model (P&L, balance sheet, cash flow). Even one year of historical data is enough to:

  • model the current structure,
  • reconcile with existing reports,
  • create forward-looking projections based on solid assumptions.

At this point, Strategic FP&A knows the cost and revenue structure, existing contracts, and short- and long-term plans. The model becomes a shared, in-depth understanding of the company—not just a technical exercise.

It’s normal that the model raises doubts initially: that’s part of the learning. It should be tested, validated, improved—and built from day one with a future-ready architecture.

It must be:

  • robust (able to evolve with the business),
  • transparent (easily adjustable and traceable),
  • fast and efficient (responsive to change).

From strategy to operational control

The model is the foundation of the strategic business plan (3–5 years), from which derive:

  • the annual budget,
  • the cash flow forecast,
  • short-term control tools.

The budget is the first milestone. But to ensure it’s followed, a robust performance management system is essential, including:

  • clear KPIs,
  • systematic monitoring,
  • cost and revenue tracking,
  • cost per unit, margins, operating volumes.

All adapted to the company’s structure and industry.

At this point, reporting and early warning mechanisms required by law trigger automatically—they’re already built into the system.

To dive deeper into the technical aspects of building robust financial models, budgeting in complex matrix organizations, and integrating performance management across sectors, follow us for more insights. We’ll share case studies, practical tools, and examples from real FP&A transformations by FinDep Consult.

Strategic FP&A control system diagram for business crisis prevention
Figure 2. Strategic FP&A System with integrated business crisis prevention (FinDep Consult)

Conclusion

Bottom line: you don’t need a system for the crisis. You need one to avoid it in the first place. And that system is built through vision, discipline, and control.

FinDep Consult supports companies in designing and evolving these systems—not as formal obligations, but as real strategic levers.

You need a robust system to achieve goals, respond to external pressures, and reduce internal risks. A well-built system, free of defects or under continuous improvement, prevents errors and symptoms from even arising. That’s how control becomes a growth enabler—not just a compliance tool.

Follow FinDep Consult for updates on interim CFOs, FP&A, M&A, and customized financial strategies.

Request your free consultation with our FP&A experts and strengthen your company’s financial control systems.

👤 About the Author
Photo of Anastasia Aleksenko FCCA, article author and Managing Partner of FinDep Consult
Anastasia Aleksenko is the Managing Partner of FinDep Consult.

She is an ACCA Fellow member and CPA in Italy. With over 25 years of international experience in senior finance leadership roles, she has led complex post-M&A finance integrations across borders—especially in the Italian market.

Her expertise spans the full Finance spectrum—from accounting and controlling to business intelligence and FP&A transformation. She has built Finance functions from scratch for high-growth companies, implementing data-driven models and positioning Finance as a strategic business partner.

Anastasia is passionate about empowering modern Finance professionals to go beyond traditional reporting—embracing strategy, communication, and measurable business impact. Through FinDep Consult, she champions a vision of Finance as a true growth driver, not just a back-office function.

Modern FP&A: How Data-Driven Finance Changes the Game

    We live in the age of data. It’s everywhere. Yet not all companies use it in a way that really drives business decisions. Too often, we still see numbers reported without clear messaging, outdated figures presented after it’s too late, and missed opportunities due to lack of timely insights.

    At FinDep Consult, we believe that modern FP&A must go far beyond data gathering and budget control. The real power lies in how data is used, structured, interpreted, and communicated—with clarity, confidence, and urgency.

    Start from Business Objectives, Not Past Performance

    Traditional finance teams often focused on explaining what happened. Their work was largely backward-looking, centered on financial reports, reconciliations, and variance explanations—important, yes, but insufficient in today's fast-moving and competitive business environment.

    Modern FP&A shifts this paradigm. We begin not with historical data but with the business objectives that matter most:

    • What is the result we want to achieve?
    • Where are we now?
    • What’s stopping us from getting there?
    • What actions can close that gap?

    FP&A must evolve into a true problem-solving and decision-enabling function. It should not just describe reality—it should influence and shape it.

    This shift in mindset—focusing on where we want to go rather than where we've been—is what separates reactive reporting from proactive, insight-driven leadership. It challenges FP&A professionals to act not as record-keepers, but as strategic enablers.

    To illustrate this, let’s explore two different approaches to presenting the same financial data—one through a traditional lens, and the other through a modern, insight-driven FP&A methodology.

    While this example focuses on EBITDA versus target, the same analytical approach applies to many financial contexts—whether you’re analysing variances against budget or forecast, breaking down cost per unit, or benchmarking hours charged to projects over time.

    It’s not about the object of analysis—it’s about the approach.

    The modern FP&A mindset never stops at the first layer. It continues digging, asking critical questions like “Why?”“Really?”

    Let’s illustrate this with two different ways of presenting the same data—one through a traditional lens, and the other through a modern, insight-driven FP&A approach.

    A Tale of Two EBITDA Narratives – Traditional View

    In the traditional approach, the company reviews targets and actual results at year-end. The data shows the EBITDA target has been met, performance appears solid, and future forecasts are generated by simply extending past trends.

    Traditional FP&A chart showing EBITDA target met with no deeper analysis of underlying issues
    Figure 1: Traditional view – EBITDA target met, no critical challenge to assumptions

    Yet this surface-level view masks deeper issues. That’s where a modern FP&A mindset comes in—challenging assumptions, reframing performance, and enabling real action.

    A Tale of Two EBITDA Narratives – Insight-Driven FP&A

    Now, let’s look at the same year from a modern FP&A perspective. Instead of accepting results at face value, the team questions the numbers and reframes the performance story based on what was actually known at the time of planning.

    FP&A variance analysis chart showing adjusted EBITDA target, actuals, and key contributors to performance gap
    Figure 2: Insight-driven FP&A analysis reveals true performance gaps and sparks targeted action

    Key issues identified:

    • Price Effect (€15M): Linked to commercial strategy or pricing assumptions? Sent to Sales/Marketing for review.
    • Trial Costs (€5M): Reclassified as investment rather than period cost.
    • Staff Overspending & Delayed Savings (€15M): Accountability required—who, when, why not implemented?

    This isn’t just analysis—it’s activation. FP&A reframes the narrative and drives better business awareness and decision-making.

    Shaping the Future – Forecasting with Insight

    Modern FP&A uses what it learns to shape what happens next.

    FP&A forecast chart for 20X5 showing projected EBITDA improvements from pricing, volume, and cost actions
    Figure 3: Forecasting 20X5 EBITDA with forward-looking drivers

    Despite improvements, the forecast remains below the adjusted target. This prompts a strategic decision: adjust the plan or the expectations?

    Data Presentation Matters

    The same dataset can drive very different decisions—depending not just on what is shown, but how it is shown. FP&A must tailor its message to the audience.

    • Plant Manager: Operational cost per unit and efficiency drivers
    • Country GM: Client-level profitability and contribution margin
    • CEO: Strategic impact on EBITDA, scalability, and investment risks

    A spreadsheet is not a report. A dashboard is not insight. If your message doesn’t lead to action—it hasn’t served its purpose.

    Digital FP&A: Tech-Savvy, Fast, and Accurate

    Modern FP&A teams must operate at speed. That means:

    • Using tools like Excel, Power BI, Tableau, SQL
    • Automating reports with Power Automate or Zapier
    • Maintaining intuitive, rolling models ready for immediate decision support

    Essential Skills for Modern FP&A

    • Data Management: Source integrity, scalable modeling
    • Business Understanding: Speak the language of operations
    • Scenario Planning: Test multiple futures, not just one version
    • Communication: Storytelling with numbers
    • Speed: Deliver insights on time, not after

    Essential Tools for Modern FP&A and Financial Modeling

    • Excel: Tables, named ranges, Power Query
    • Power BI / Tableau: Interactive dashboards
    • Power Automate / Zapier: Reporting automation
    • SharePoint or structured folders: Organized assumptions and models
    • Standard operating procedures (SOPs): For monthly reporting

    The FP&A That Makes a Difference

    Modern FP&A is not a reporting service—it’s a strategic partner. It’s about:

    • Impact
    • Partnership
    • Clarity and Control

    At FinDep Consult, we help companies build real FP&A leadership—sharp, structured, insightful. We’re not for those looking for more dashboards. We’re for those who want better decisions, faster.

    Let’s Connect

    If your company is ready to transform FP&A into a high-impact function—or if you’re a finance professional ready to elevate your role—follow us.

    We’ll publish practical insights, models, and guidance regularly. And if you want to explore how we can support your FP&A journey—let’s talk.

🔗 Stay Connected

Anastasia Aleksenko, Managing Partner at FinDep Consult

Follow FinDep Consult on LinkedIn
Visit us at www.findepconsult.com

👤 About the Author

Anastasia Aleksenko is the Managing Partner of FinDep Consult. With over 25 years of international experience in senior Finance leadership roles, she has successfully guided complex post-M&A Finance integrations for cross-border acquisitions, especially in the Italian market.

Her expertise spans the full Finance spectrum—from Accounting and Controlling to Business Intelligence and FP&A transformation. She has built Finance functions from the ground up for high-growth companies, implementing data-driven models and enabling Finance to become a strategic partner to the business.

Anastasia is passionate about empowering modern FP&A professionals to go beyond traditional reporting, embracing a mindset focused on strategy, communication, and business impact. Through FinDep Consult, she promotes a culture where Finance is not just a support function—but a driver of growth and value.

FP&A Services That Lead: Driving Strategy, Not Just Spreadsheets

Business analyst reviewing financial charts and reports with a tablet and pen during FP&A strategy planning
Data is more than numbers: it's the foundation of modern FP&A strategy

Why it's time to establish an effective FP&A services partnership

In many organizations, the Finance function has long been anchored in tradition: producing reports, validating numbers, ensuring compliance. The focus was—and often still is—on past performance, on creating outputs that are technically correct, and compliant with the accounting standards and applicable laws. This should be and no discussion about it.

In this traditional approach, data is presented as a formal requirement: accounting figures, budget variance tables, forecasts updated monthly. But what happens next?

Typically, not much. Because if data doesn’t provoke questions, if it doesn’t lead to understanding and action, it’s just formality and may be beautiful reports.

The Real FP&A Is Never Satisfied With “What”

True FP&A professionals don’t stop at the numbers. They go further.
They ask:
Is it true?
Why did it happen?
What does it mean? And what should we do?

They don’t just present dashboards. They tell the story behind the numbers. They identify gaps between targets and actuals. And most importantly, they propose solutions. Real FP&A connects the dots between strategy, performance, and action.

The Power of Purpose-Driven Analysis

Let’s be clear: you can be an excellent financial analyst, but if your stakeholders don’t understand your message, it won’t drive impact.

A great FP&A insight should:

  • Be clear, concise, and tailored to the audience.
  • Trigger action, not just reflection.
  • Build trust through transparency and consistency.
  • Align with business objectives, not just accounting rules.

Whether you're addressing middle management or the executive suite, you must adjust your communication:

  • A department head needs to understand deviations from their budget and act to recover performance.
  • A CEO or CFO needs insights to make high-level strategic decisions—fast.

Different stakeholders, different lenses. Same responsibility: your message must deliver impact.

Start From the Target, Not the Tools

At FinDep Consult, we apply the mindset of Toyota Business Practice—structured problem-solving based on facts, not opinions. We always start with one simple question:
What is the target we need to achieve?

From there, we apply our structured FP&A approach:

  1. Define the goal clearly (TO BE)
  2. Understand the current status (AS IS)
  3. Identify the gap and its root causes
  4. Recommend actions that are measurable and aligned

This is how we help our clients transform Finance from a cost center into a performance engine.

FP&A Is Not a Reporting Service—It’s a Strategic Partner

We don’t believe in doing things just for the sake of process. We don’t produce reports to look busy.
We believe in one thing: impact.

That’s why we say clearly:

  • We’re not a service provider.
  • We’re not for everyone.
  • We are for those who want to achieve. Who want transparency, performance, and strategy—not more complexity.

FinDep Consult fosters a culture of data-driven decision making, proactive communication, and value creation.

For Finance Professionals: Become the FP&A You’re Meant to Be

If you are a Finance professional who wants to grow beyond reporting, beyond Excel routines, beyond passivity—follow us.

We will soon publish more insights, tools, articles, and real-world examples to help you build the mindset, skills, and influence of a modern FP&A leader.

For Companies: Ready for Real Financial Partnership?

If your business needs a Finance function that doesn’t just report on performance, but drives it—let’s talk.

📩 Contact us today to find out how we can support your growth, transformation, and long-term success.

🔗 Stay connected
Follow FinDep Consult on LinkedIn
Visit us at www.findepconsult.com

FP&A Services That Lead: Driving Strategy, Not Just Spreadsheets

FP&A Services Italy
Anastasia Aleksenko, Managing Partner FinDep Consult

Anastasia Aleksenko is the Managing Partner of FinDep Consult. With over 25 years of international experience in senior Finance leadership roles, she has successfully guided complex post-M&A Finance integrations for cross-border acquisitions, especially in the Italian market.

Her expertise spans the full Finance spectrum—from Accounting and Controlling to Business Intelligence and FP&A transformation. She has built Finance functions from the ground up for high-growth companies, implementing data-driven models and enabling Finance to become a strategic partner to the business.

Anastasia is passionate about empowering modern FP&A professionals to go beyond traditional reporting, embracing a mindset focused on strategy, communication, and business impact. Through FinDep Consult, she promotes a culture where Finance is not just a support function—but a driver of performance and change.

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