High Performing Commercial Finance Team

John Devlin MBA FCCA https://au.linkedin.com/in/JohnDevlinSydney
Building a High
Performing Commercial
Finance Team
.
John Devlin, MBA, FCCA
https://au.linkedin.com/in/JohnDevlinSydney

- 2 -
4 aspects to Business intelligence
Knowing what we
know
Stored and reported on
Knowing what we
don’t know
Would like to store
Not knowing what
we know
Stored and not reported on
Not knowing what
we don’t know
What was that?!!?

- 3 -
Where is your focus?
Knowing what we
know
System efficiencies
Knowing what we
don’t know
System development
Not knowing what
we know
System discovery
Not knowing what
we don’t know
Get off your bum!

Understanding
EvaluatingDeveloping
Investment required
to improve situation
Improved
Situation
What is current
situation
A consistent approach across
your areas of focus

- 5 -
Potential timelines for success
SystemEfficiencies
System Development
Year 1 H1 Yr 2 Yr 2 Post Yr 2
New Segment
Reporting
New
System
New Process
implementation
Company
wide
New
Capability
Consistency
Application
New Delivery
Mobile
New
Functionality
Consistent
foundation

- 6 -
A word on BIG Data
Structured
External
Data
Unstructured
External Data
“The Internet of Things”
Unstructured
Internal Data
Sources of Data
Big
Data
Structure
Application
Volume
Complexity
Structured
Internal Data
Sources of Data

- 7 -
Big
Data
Smart Data is the Goal, not BIG Data
Structured
External
Data
Unstructured
External Data
“The Internet of Things”
Structure
Application
Unstructured
Internal Data
Structured
Internal Data
Sources of Data
Volume
Complexity

- 8 -
As an high performing Commercial
Finance team you focus on
•Focus on
•Capturing structured data to meet business needs

- 9 -
What does all your data mean?
11000011010100000
186a0
303240

- 10 -
High Strategic
relevance &
aggregation
High diagnostic
power and
frequency of
measurement
Overall Strategic Objectives
Market Strategic
Objectives
Operations
Strategic Objectives
Financial Strategic
Objectives
Quality Flexibility Speed CostDependability
Marketing Calls
Client Visits
Orders
Volumes
Value
Jobs Filled
Productivity
Client Revenue
Pipelines
Revenue
GM
EBITDA
Source: Slack, Chambers & Johnson; Operations Management; Prentice Hall Pg 584
Different stakeholders have different
needs
Longer
Terrm/Outputs
Shorter
Term/Inputs

- 11 -
11000011010100000
186a0
303240
1,000,000
Reference determines meaning

- 12 -
•Focus on
•Translating data into meaningful information

- 13 -
Why
How
Understanding business needs is key
Reports
KPI’s
Partnership
What
Delivery
Systems Consistency
WhenFrequency

- 14 -
•Focus on
•Presenting information in a clear manner

- 15 -
…and thereby
•Focus on
Improve reporting capabilities
Provide insightful analysis
•Presenting information in a clear manner
Improve the user experience

You have to answer 3 Questions
WHO WHAT HOW

You need a clear view of purpose
Vision
WHO WHAT HOW

1 Premise
Your organisation

Wisdom
OptionsData
Your journey constantly evolves…
Collection &
Management
Application
New
Needs

- 20 -
You are Embedded in the business
Opportunities Positioning
Core capabilities
and competencies
Solution
Business
Strategy
Evaluation Planning
Objective
Execution
Business
Management
Generating
Strategy
Measuring
Operations
Decision
Support
Historic
Analytics

- 21 -
…footprint in all major decisions..
Core capabilities
and competencies
Solution
Business
Strategy
Evaluation Planning
Objective
Execution
Business
Management
Why
How
Where
What

- 22 -
…and a 360o view of the business.
Core capabilities
and competencies
Solution
Business
Strategy
Evaluation Planning
Objective
Execution
Business
Management
External
Internal
Outputs
Inputs

- 23 -
Data is the key
Wisdom
Knowledge
Information
DATA
Capture
Store
Transform

- 24 -
…and how it is managed…
IT
Commercial/
Finance
Quality
Application Wisdom
Knowledge
Information
DATA
Capture
Store
Transform

- 25 -
…to meet the goals of your clients
Capture
Business Partnership
Business Processes
Team
Dynamics
Stakeholder
Management
What are
Business
needs
How can you
meet needs
How do you
transform
How do you
deliver
Wisdom
Knowledge
Information
DATA
Capture
Store
Transform

- 26 -
You…
…help decision makers make better
decisions
…this is not your strategy, this is a tag line

- 27 -
You better execute through
Trade Off’s

- 28 -
You make better decisions through
Analysis

You need a structure to help you
achieve your vision
Vision Framework
WHO WHAT HOW

What is Excellence?
…We are what we repeatedly do.
Excellence, then, is not an act, but a habit
Aristotle

- 31 -
STEPping your way to success

- 32 -
A STEP framework will guide our
journey
• Robust
• Integrated
• Structured
• Easy to use – Complexity in build
Systems
Tasks
Environment
People
• Understandable
• Unique
• Purposeful
• Honest
• Open
• Respectful
• Ambitious
• Professional
• Enjoyable

- 33 -
•Integrated
• Ease of flow of Data between systems
Systems
•Robust
• Multiple use for multiple users
•Structured
• Understand the purpose of data produced
•Easy to Use
• Complexity in in their build, not their application

- 34 -
Tasks
•Unique
• Touch data as early as we can
• Once
•Understandable
• Know why we do what we do
•Purposeful
• Each task has a purpose
• Understand the use of that purpose
• Legacy V Lethargy

- 35 -
Environment
•Balanced
• Development v Proficiency
• Work/Private
•Open
• Feedback Welcomed
• Change Embraced
• Diversity
•Appreciated
• Recognition
• Rewarded

- 36 -
Who will be the difference

- 37 -
People
•Ambitious
• Meet the drivers of individuals
• Work/Private
•Professional
• Proficient
• Respected
•A little outside the box
• Inquisitive
• Innovative

- 38 -
Your framework will increase your
capabilities and competencies…
Integrated & Focused
Value Add
Collaborative
Partners

- 39 -
Business Partners
Management
of Data
Application of
Data
SystemsTasks People
Open
Environment
Honest Respectful
..becoming trusted business partners…

- 40 -
…and deliver on your business goals

Strategy Development
Vision Framework Plan
WHO WHAT HOW

- 42 -
FOCUSu
Coordination, alignment and
excellence through…
FOCUSw
FOCUSv

Your plan determines the success of
your strategy

- 44 -
Quality
Speed
DependabilityFlexibility
Cost
Plan should be viewed through 5
perspectives

- 45 -
Analysis will uncover areas where
decisions are required…
Quality Speed Dependability Flexibility Cost
Systems l l l l l
Tasks l l l l l
Environment l l l l l
People l l l l l

- 46 -
…and Trade offs will determine your
Strategy

- 47 -
Each STEP Trade offs
Issue 1 We will… We won’t… Our initiative
Issue 2
Issue 3
..our strategy will address those
areas which are critical to our
business

- 48 -
Over to you…
• Initiative 1
• Sub Point
• Initiative 2
• Sub Point

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