Show Notes
Are you leveraging the full potential of strategic finance in your annual planning process?
In this episode of The CFO Show, Igor Stelea, Director of Strategic Finance, Analytics & Business Transformation at CFGI, unpacks what makes annual planning effective and what causes it to break down.
From aligning strategy with operational plans to integrating long-range forecasting and scenario modeling, Igor offers frameworks and hard-won insights on how mature finance teams turn planning into a competitive advantage.
Discussed in This Episode: The link between strategic planning and annual budgeting. Why “planning the plan” matter more than you think. How to use OKRs to align strategic and financial priorities. Best practices for rolling forecasts and scenario planning. Common pitfalls that derail planning and how to avoid them.
For CFO insights, episode show notes and exclusive blog content, visit thecfoshowpodcast.com.
More from The CFO Show
Growth often looks impressive from the outside. New markets, new capabilities and new headlines. But as organizations scale, leaders quickly discover that growth is the visible part. Integration is the real work.
The path to becoming a CFO is rarely linear. In today’s environment of constant change, finance leaders are expected to move between strategy, operations, and capital markets while developing the judgment needed to navigate uncertainty and drive growth.
Business agility has become a defining capability for organizations operating in today’s environment of volatility, uncertainty, complexity, and ambiguity (VUCA). But while many companies focus on operational flexibility or technology investments, fewer understand the critical role finance plays in enabling true agility across the business.
One of the most consequential decisions a CFO will make is selecting and implementing an enterprise resource planning (ERP) platform. Yet beyond vendor comparisons and licensing costs lie hidden risks—customization overruns, stalled implementations, legacy system constraints, and organizational change fatigue.
Healthcare finance leaders are operating under unprecedented pressure. Rising costs, staffing shortages, payer complexity, and constant uncertainty.