The Strategic Role of FP&A in Middle-Market Companies
As middle-market companies grow, traditional accounting alone is no longer sufficient to support leadership decision-making. While accuracy, compliance, and reporting remain essential, they do not provide the forward-looking insight required to navigate increasingly complex operational and strategic challenges. Without a structured approach to planning, companies risk reactive decision-making, inefficient resource allocation, and missed opportunities for growth.
What Boards Actually Want to See vs. What Finance Teams Produce
One of the most persistent disconnects I see across organizations is between what boards need to govern effectively and what finance teams typically deliver. Both groups are highly capable and well-intentioned. However, they often operate from different professional lenses.
Why Most Forecasts Fail After Series B
There is a predictable inflection point in nearly every growth company’s life: the moment when intuition stops working. For many businesses, that moment arrives shortly after Series B. Before that stage, founders lived inside the business. As the company scales, that intuition begins to lose its edge.
Three FP&A Mistakes I See in $50–$200M Companies
As companies grow from early-stage to mid-market, something subtle — but dangerous — often happens: complexity begins to outpace clarity. At $50–$200M in revenue, organizations are in a transitional phase where decisions become more expensive and intuition alone is no longer enough. Over the years, I have seen the same three mistakes appear again and again at this stage. They are rarely caused by lack of talent or effort. They are structural.
Using FP&A to Align Staffing, Capacity, and Growth
Labor is one of the largest investments and one of the most significant risks for operating companies. Seasonality, growth initiatives, and operational complexity create a dynamic environment where staffing decisions are difficult to make based solely on intuition or historical patterns. Without forward-looking analysis, companies risk overstaffing, underutilization, burnout, or missed opportunities to meet demand.
The Strategic Role of FP&A in Middle‑Market Companies
As middle‑market companies grow, traditional accounting alone is no longer sufficient to support leadership decision‑making. While accuracy, compliance, and reporting remain essential, they do not provide the forward-looking insight required to navigate increasingly complex operational and strategic challenges.
How FP&A Improves Decision Speed for Leadership Teams
Leadership teams face constant pressure to make timely decisions across hiring, capital investment, pricing, and growth initiatives. Yet even the most capable teams often struggle when financial information is fragmented, backward-looking, or difficult to interpret. Without a coherent framework, decisions stall, opportunities are missed, and the organization risks reacting too slowly to market changes.
FP&A as Institutional Memory Inside Operating Companies
Middle-market companies accumulate years of hard-won knowledge about pricing, customers, products, labor models, capital investments, and market cycles. Yet in many organizations, that knowledge lives informally with a handful of executives or long-tenured employees rather than inside durable systems. When leadership changes, ownership evolves, or growth accelerates, that context is often lost.
The Crucial Role of FP&A in Nonprofits
Nonprofits serve a vital role in the community, making an impact in numerous, and with advanced planning, measurable ways. Yet many nonprofit organizations need help in their data collection and measurement to improve their messaging and advertise their impact. In the 2025 State of the Nonprofit Sector Report, nonprofit professionals weighed in on the state of their organizations.
57% responded that their organization’s ability to gather and report on performance metrics is slightly or significantly underfunded.