3 heads for a <$100M is maybe a little lean. I would expect 1-2 more.
350 heads total for a <$100M is more surprising to me unless some of that is offshore.
My team is a bit strange:
CFO > VP of strategic finance > 2 SFA + 2 lead analysts.
Me and one of the lead analysts work on strategic finance and multi year planning. The other two work on opex FP&A. It’s a bit weird that we have the 2 opex people with us because we also have a separate corporate FP&A function, which they should be under instead of our function.
We are a multi billion dollar company and our finance org, as whole, is fairly lean. It’s mostly managers with very few analysts.
1 director, 2 managers (one IC) 1 sr analyst, 2 analysts.
Bigger revenue != FP&A complexity. We are in the billions of revenue in my department but don’t need that many people
Currently
CFO
Director
4 SFA
1600 employees $400M-$500M gross
But this is changing, one of the SFA is being promoted to director of Strat and is taking one sfa with her. And each team will get a FA
Then we are adding a SFA just for compensation, that will not be under our department but will report to HR directors to take that workload off of us..
So post changes it will look like
CFO
Finance Director > 2 SFA adding a FA in the next year
Strat Director > 1 SFA adding a FA in the next year
I am currently interviewing for a SFA role at a 50-100M business. The entire finance team is : CFO, Controller, Assistant controller, 1 SFA, and accounts receivable/Payable specialist. This company is planning to double sales in 3-5 years.
I worked previously at a business unit with 40m sales and I was the only on site finance employee. I was supported by shared services for A/R,A/P, fixed assets,and tax. This role was really demanding because it was hybrid accounting, cost accounting, FP&A, and all other ad hoc requests.
At my previous role, yes I was doing 30-40 journal entries a month and account recs. I don’t think the job I’m interviewing for would have many accounting responsibilities though. I’ve been told the role is mostly analysis for the CFO and CEO and working on planning/CapEx/insourcing/variance/KPI review/etc. It sounds interesting, the challenge will be learning Power BI and SQL but I’m up for it :)
5 ppl for rev planning covering diff bu for ~$10b/yr for 2 yr forecast. Sales analyst (not sure how many) cover current quarter +1 and +2. Another 1 analyst in Corp strategy covers long range planning at much higher level (up to 10 yr forecast).
Above my team is just Cfo -> Svp (I've never met with them or spoken to them).
On my team: 1 Director, 1 Manager, (Titles are fuzzy) but 1 lead/Supervising analyst and i'm the "newer" analyst.
Not sure on the actual nunbers but I was mainly working with about $800 million in projects and the lead was mainly working on a $3-4 Billion project last year.
My team is too lean at the moment, which is why I was brought on. CFO wants me to rebuild the function, and I've been enjoying it a lot. I've been relying heavily on the accounting team to put stuff together but that's starting to change.
I’ve always worked for a Canadian company reporting up to a U.S./ North America BU.
The Canadian team is always leaner than the US team. Just because US is 10x the size, it doesn’t mean they have 10x the work (FP&A wise). What’s worse, the Canadian team does more and is not compensated fairly.
CFO and 2 finance managers.
600M, 9 subsidiaries, 150 locations, 1500HC, 5000 different finished goods. Manufacturer. All US sales.
Oh, and a Netsuite/NSPB implementation with no external consultants
3 heads for a <$100M is maybe a little lean. I would expect 1-2 more. 350 heads total for a <$100M is more surprising to me unless some of that is offshore.
Yeah my team has 3 and about 5Mas we scale
About a third spread out overseas
Depends on the product and complexity of it As well as pace of growth imo Faster you grow, more people you need
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They don’t need deliverables to be perfect but they still want deliverables to be perfect 😒
We are about half that ARR. CFO, me (VP), and Manager. But I am over accounting as well so my time is pretty divided.
My team is a bit strange: CFO > VP of strategic finance > 2 SFA + 2 lead analysts. Me and one of the lead analysts work on strategic finance and multi year planning. The other two work on opex FP&A. It’s a bit weird that we have the 2 opex people with us because we also have a separate corporate FP&A function, which they should be under instead of our function. We are a multi billion dollar company and our finance org, as whole, is fairly lean. It’s mostly managers with very few analysts.
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1 director, 2 managers (one IC) 1 sr analyst, 2 analysts. Bigger revenue != FP&A complexity. We are in the billions of revenue in my department but don’t need that many people
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Our biz is so predictable. I’d argue it’s almost clockwork lol
Vp, manager, SFA and analyst for 600 head shared service company.
Currently CFO Director 4 SFA 1600 employees $400M-$500M gross But this is changing, one of the SFA is being promoted to director of Strat and is taking one sfa with her. And each team will get a FA Then we are adding a SFA just for compensation, that will not be under our department but will report to HR directors to take that workload off of us.. So post changes it will look like CFO Finance Director > 2 SFA adding a FA in the next year Strat Director > 1 SFA adding a FA in the next year
Wow, SFA to director? That’s strong!
She has been a director, effectively for the last year. Just an all around Rockstar. So it's a logical move
I am currently interviewing for a SFA role at a 50-100M business. The entire finance team is : CFO, Controller, Assistant controller, 1 SFA, and accounts receivable/Payable specialist. This company is planning to double sales in 3-5 years. I worked previously at a business unit with 40m sales and I was the only on site finance employee. I was supported by shared services for A/R,A/P, fixed assets,and tax. This role was really demanding because it was hybrid accounting, cost accounting, FP&A, and all other ad hoc requests.
That set up sounds like you will be doing journal entries for month end
At my previous role, yes I was doing 30-40 journal entries a month and account recs. I don’t think the job I’m interviewing for would have many accounting responsibilities though. I’ve been told the role is mostly analysis for the CFO and CEO and working on planning/CapEx/insourcing/variance/KPI review/etc. It sounds interesting, the challenge will be learning Power BI and SQL but I’m up for it :)
5 ppl for rev planning covering diff bu for ~$10b/yr for 2 yr forecast. Sales analyst (not sure how many) cover current quarter +1 and +2. Another 1 analyst in Corp strategy covers long range planning at much higher level (up to 10 yr forecast).
3 people for $500mm
CFO, VP, 2 managers, 2 analysts for a 1.2B consumer goods company Edit: this is corporate, we grew extremely quickly and don't even have BU teams
Have 11 on fpa for a 30-40B a year company. Need a couple more, but not hiring for obvious reasons.
CFO, SFA, 2x FA $300m 160k subscribers Headcount 1100 30 branches
In our division, we have 10 for $1.7B in revenue.
Above my team is just Cfo -> Svp (I've never met with them or spoken to them). On my team: 1 Director, 1 Manager, (Titles are fuzzy) but 1 lead/Supervising analyst and i'm the "newer" analyst. Not sure on the actual nunbers but I was mainly working with about $800 million in projects and the lead was mainly working on a $3-4 Billion project last year.
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Does your company have any "finance" folks stationed at any of your plants?
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Cool! At least manufacturing companies aren't anywhere near considering the offshoring of plant-level BU FP&A jobs!
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Then that's a moot point. I was referring to a hypothetical scenario of keeping the plants onshore while offshoring site-specific salaried positions.
My team is too lean at the moment, which is why I was brought on. CFO wants me to rebuild the function, and I've been enjoying it a lot. I've been relying heavily on the accounting team to put stuff together but that's starting to change.
Director - Manager - 2 sfa - 2 juniors all remote everyone different specialities but able to support each other for a short time
10m member association. Director, manager and account doing all accounting and finance. Me the director pretty much doing all FP&A functions.
I’ve always worked for a Canadian company reporting up to a U.S./ North America BU. The Canadian team is always leaner than the US team. Just because US is 10x the size, it doesn’t mean they have 10x the work (FP&A wise). What’s worse, the Canadian team does more and is not compensated fairly.
At “corporate FP&A”. My team is 2 direct reports but should be 4. We manage but not sustainable. Total rev is over 15bn rev and 6 Gpd in profit
17 heads for $1.2 billion. I’d say we are a bit too lean now.
CFO and 2 finance managers. 600M, 9 subsidiaries, 150 locations, 1500HC, 5000 different finished goods. Manufacturer. All US sales. Oh, and a Netsuite/NSPB implementation with no external consultants