Engagement and detail

A skilled finance lead can sit down with the CEO and sketch out a budget in under an hour. Sometimes that can be a very helpful way to begin a budgeting process. Too often, though, it is the entire process.

There’s a strong case for going deeper.

The first step is to involve the management team. More people means more discussion, conflict and resolution, but it is essential for promoting trust and engagement. While the budget may take longer to develop, it should - all other things being equal - take less time implement if everyone has had a chance to contribute upfront, and involve fewer unpleasant surprises.

The second key step is to go for detail. The CFO and CEO can quickly arrive at top line numbers, but you need the functional leads (with support from FP&A) to map out what is really going to happen.

How many front line staff will we need to hire? How many trainers will we need to train them? How many new team leaders will we need to promote? The more detail you can include in a budget, the more tangible the future feels, and the better positioned the team will be to execute effectively.

Where does Fractional FP&A fit into this?

Budgeting takes time, coordination, and focus—especially if you want more than just top-line numbers.

A fractional finance partner can:

• Add capacity during budget season without increasing headcount

• Lead planning conversations across teams

• Keep the process on track with clear timelines and deliverables

• Turn data into insight to inform smarter decisions

The result? A more grounded, actionable budget—and a leadership team that understands what’s behind the numbers and is ready to execute on them.

If you are looking to hire an FP&A consultant, feel free to email me here and we can explore whether Seahorse is a good fit.