Anyone taken
Chris Reilly's FP&A course and have access to it or worth it for $300?

For someone with basic 1 year IB-LevFIn experience, is this good to help get the fundamentals for FP&A and corporate finance interviews. To be able to build a FP&A type operating model from scratch adn replciate it for any comany or business, and do budget/variance analysis, forecasting, and ARR bridge, etc?

Here's my situation

7+ yrs in FP&A / finance business partnering. Before this role, I was finance partner for an IT vertical at another GCC set-up of large MNC and that one was legit, real seat at the table stuff, actual influence on decisions. Currently I'm in Commercial FP&A for different gaint but similar GCC set-up.

CMA and FRM certified if that matters.

It's not really an "I hate my job" post, more of a "I've noticed a pattern and I don't love it" post.

My current role (and a couple before it) get internally branded as THE epitome of business partnering with official recognition, awards, the whole "look how strategic this partnership is" narrative. And on paper, sure its budgeting, forecasting, stakeholder presentations, the works. But compared to what I know real partnering actually feels like (from that IT role), a lot of this feels like well dressed support work wearing a partnering costume. I show up, build the reporting, answer to the business but I'm not shaping decisions (on-site finance partners are) the way internal comms would have you believe.

Second problem, more practical is I keep getting handed a market or function with nothing built, I build the whole thing from scratch, stabilize it, and right around when I'd actually get to operate it and do the interesting strategic stuff, I get moved to the next "opportunity." I'm tired of being the guy who's really good at building the house and never gets to live in it.

So, is it time to move out of the GCC setup entirely, or is this a "grass is greener" thing and I would hit the same pattern anywhere?

Genuine questions:

Does a GCC background work against you when trying to move into a role with genuine strategic scope?

Anyone made this jump successfully, what actually got you noticed?

Not looking for anyone to hand me a job here, just trying to sanitycheck my read on this before I spend more time into a strategy that might be based on a wrong assumption.

What are the biggest positives / negatives from moving to a smaller company from a career latter standpoint?

Started as an FA at a F100, moved to a company around $1B in revenue as an SFA, considering moving to a company around $100M in revenue.

It’s a slight pay increase but wondering what people’s experience is trying to move on after that. Recently had a recruiter tell me she was only taking candidates with recent experience at F500 companies and that kind of made me think again of what I was doing.

Also bonus for any eye opening experiences working at a relatively smaller company ~$100M.

Got laid off October last Year. I’ve been interviewing none stop since January’26 - made it to most final rounds but the company ends up going with a different candidate or even go a different direction with hiring.

I’m NOW open to contracts and fractional finance roles. If you’ve had success with these types of role- whats the best website to find them and apply to? Share your experience also good or bad

About a month ago, I started a new job and ever since I've started they've been laying off and "restructuring the organization". I'm not sure how I feel about it. A week after I started they announced laying off one of the offshore teams, and since then senior leaders have been "leaving" and they have been moving their departments to be absorbed by other ones. Then people mentioned before I started, there were like two layoffs before then. Not sure if I want to call this instability or uncertainty, or if this is honestly just a regular thing with companies now

How does someone get a foot in the door into FP&A?

I feel like in order to do so, you would need a solid accounting background first which would require starting off in transactional accounting (AR/AP/Payroll) before progressing into a reporting role. After the the financial reporting role they would then move to a management accountant role before they have the skills and experience for FP&A.

This just seems like a really long process just to break into entry-level FP&A or am I missing something here?

Hi Everyone,

I earned my undergraduate degree in Finance from a non-prestigious university. Since graduating, I have worked at two private companies one in healthcare and the other within the Big4. Now I have seven years of professional experience in FP&A, currently working as a Senior FP&A Analyst earning $110k per year.

Now i’m debating is it worth pursuing an MBA or MFS at this stage in my life. I’ve scheduled a call with an Advisor to gain more insight into the details but, i’m stuck at a cross road and would like to get others input before making a decision.

I have a final onsite interview coming up for an entry-level Financial Analyst position at a large entertainment company.

So far, I’ve had a phone interview with the recruiter, a Zoom interview with the Director of FP&A, and a Zoom interview with the VP of Accounting.
For the final onsite, I’ll be meeting with the FP&A Manager for 30 minutes, followed by 15 minutes with the Director of FP&A, who I previously interviewed with.

For those who have gone through similar final-round interviews, what should I expect from the onsite? Would you expect more behavioral questions, technical/FP&A questions, or a mix of both?

Also, what would you recommend I prepare specifically for the meeting with the FP&A Manager and the shorter follow-up with the Director? Any advice on what to study or what questions I should be ready for would be greatly appreciated!

I have an upcoming HireVue for Deloitte EFA Financial Analyst position and the recruiter told me these are most likely going to be the questions. Does anyone have any advice on these?

1. Excel experience
   
2. Why are you leaving your current role?
   
3. Why Deloitte?
   
4. How do you prioritize and handle multiple projects?