In the article—which also quotes F&A executives at KPMG, PWC, BlackLine and other organizations—Jenn said she began her tenure at RGP with an overhaul of the company’s two-decade-old ERP system, investing in best-in-breed technology for accounts payable and other functions.
She later deployed other solutions, including Bank of America’s Cash Flow Monitor to offer real-time snapshots of the company’s invoice-to-payment cash flow as well as a cloud-based BlackLine platform for account reconciliations and other functions such as improving auditing and better analytics.
The results were clear: greater efficiency, speedier transactions and more data-driven analytics. “When other CFOs struggled with their projections,” she says, “I had visibility into our financial data to create a baseline forecast.”
Younger people expect to come into F&A and immediately do value-added work; nobody just wants to shuffle paper.
Jenn adds that F&A professionals also need to think big picture, especially in a job market where talent has more options than ever. “The user experience is paramount,” she says. “Younger people expect to come into F&A and immediately do value-added work; nobody just wants to shuffle paper. They want interesting assignments and opportunities to learn and help clients solve their problems. If you don’t provide these opportunities, some other firm will.”
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