The market correction and fear of a recession forces companies to make decisions they should have been making all along. Here are a few tips to help drive efficiency and focus on business fundamentals.

Orlando Bravo, co-founder and managing partner of Thoma Bravo, describes budget management as the most important heuristic of a top-performing business.

Empower your budget owners with role-based budgets. Lighten their load with project requests. And help them understand budget-to-actuals variances with G/L drill-down.

Finance Service Management is the scope of work performed by people, processes, and systems to satisfy the financial needs and requests coming from the business. It drives efficiency in operations, promotes collaboration between finance and business partners, and delivers insights and automation across systems.

With the right planning and processes in place, financial management will be a breeze. Department performance will improve and you'll build trust with your team and the rest of leadership. Be dependable and crush your next board meeting when targets are reviewed.

A harmonious relationship between Procurement and FP&A can be a superpower for Finance teams. Unfortunately, most Procurement and FP&A teams don’t work well together. Learn why and what we can do to change this.

Stop wasting money on unused subscriptions and auto-renewals. Take control of your company's growing list of subscriptions.

Keep track of your company's growing list of subscriptions to eliminate wasted capital, monitor renewals and forecast expenses.

This resource outlines the critical functions and processes of modern purchase operations. It was created specifically for Procurement, FP&A and Accounting leaders at companies with a dedicated procurement function.

COVID-19 has pushed fiscal discipline and cost-cutting into hyper-drive. Every business needs to clean things up and spend wisely. To help, we put together a list of spend categories to focus on and provide actionable tips to capture cost-savings.

This policy defines a framework for managing supplier relationships. It describes expectations for classifying suppliers based on risk; establishes appropriate measures to mitigate risks; and outlines processes and associated controls.