Mario Harik

But then if you go down through the ranks in the FP&A team, for every operator's

that owns a P&L, a profit and loss statement.

They actually have an FD&A resource that is telling them what are the levers?

So where are your metrics trending?

And what are the levers that you can pull to drive the outcomes?

And are these levers performing at the level as a business leader that you expect to deliver on the outcome?

And that's incredibly important in business because ultimately the scorecard of a operating company is how much are you growing your top line?

How much are you growing your profits?

How much are you growing your operating margin?

And the FP&A team is what instruments all of that and give you forecasts.

And they also, I mentioned earlier on, when we look at KPIs, we look both at first derivative and second derivatives of the KPI.

Again, the first derivative tells you your revenue's up 5% on a year-on-year basis.

Many companies stop there.

What our FV&A team does, then they say, well, okay, the second derivative shows that although you're up 5%, that's a decelerating trend.

So next month, that could be 3%.

The following one could be 1%.

And that's a problem that we got to solve for as a team and figure out how we can course correct that.

So generally, when you assess talent, you want to be able to assess who are the top performers on your team, that you either not only want to make sure you retain them, but you also want to invest in them.

You want to grow them.

You want to see them do amazing things over time because they have a lot of untapped potential.