Financial Planning and Analysis Services

Our teams have a deep understanding and experience of the U.S. market and culture.

EA’s FP&A services start with stabilized accounting. We ensure our client’s revenue, cost of sales, and operating expenses are captured accurately on an accrual basis. So that reliable P&Ls, balance sheets, and cash flow statements are created that will, in turn, lead to realistic forecasts.

With experience supporting startups, PE-backed companies, and investment banker–led planning processes, EA brings practical insight to financial modeling.

Clients gain not just spreadsheets, but guidance on how to think about the future and communicate it confidently through their financials.

Our CFO reviews investor decks, guides you through the process, and answers key questions. We help founders and management make complex financial decisions with confidence.

Although FP&A platforms are used by many companies, the majority of teams continue to rely on spreadsheets to do the majority of their forecasting and planning.

According to FP&A professionals in forums, 80 to 90 percent of businesses that have adopted the enterprise planning tools continue doing the majority of their forecasting in excel spreadsheets.

They observe that EPM systems are either too inflexible, too complicated, or very poorly joined together forcing the teams to go back to manual procedures. This combination of new technology and old ways of doing things is still prevalent in most FP&A teams.

To gain flexibility and overcome talent shortages, most companies are outsourcing FP&A functions.

According to the FP&A executives, the task assigned to in-house teams, including budgeting, forecasting, variance analysis, and dashboarding, can be delegated so that the teams can concentrate on decision support and business understanding.

FP&A outsourcing companies like Expertise Accelerated ensure that the company initially has a solid financial foundation. This simply means that we first work towards having accurate financials for our clients and then use those numbers to forecast and budget.

Even though many companies use FP&A platforms, most teams still depend on spreadsheets for their main forecasting and planning work.

FP&A professionals on forums say that 80% to 90% of teams with enterprise planning tools still do most of their forecasting in Excel.

They note that EPM systems are often too rigid, too complex, or poorly integrated, prompting teams to revert to manual processes. This mix of new technology and old habits continues in many FP&A teams.

The consideration of the data quality and standardizing of their processes is the new direction that is taken by the FP&A teams.

Lots of FP&A departments struggle to cope with low quality of data and lack of integration between different processes that simplify the planning and forecasting process.

Finance people have to use a significant part of their time solving data problems and reconciling figures in different systems and solving mismatch due to poor data quality and manual consolidation.

These issues lower the efficiency of automated tools and analytics. Consequently, teams are spending on data governance, central data sources, and standardized FP&A processes to make their forecasts accurate and reliable in the making of decisions.