When I was a VP of Operations and Supply Chain, we constantly were pursuing how to reduce costs while improving the performance of the product and service to our customers. Understanding how to get to true costs — not double or triple counting cost improvement programs isn’t as easy as it seems like it would be. Costs are also critical for thinking strategically about pricing, what focus to put on certain products or customers, etc.
Thus, having this financial acumen is essential and noteworthy. Fortunately for me, I had a finance mentor early in my career path; thus, I decided to get an MBA with an emphasis in Finance. Of course, although quite valuable, I learned 100 times more from a Finance Director who worked for me later in my career. He was invaluable because he knew costs, how to analyze capital investments, and what was important when it came to variances, contribution margins and cash flow. What else could you want in a superhero? Thanks, Marty!
Thus, we have evolved this unique formula to the “right” combination of people (culture, change, leadership, etc.), processes and protocols (inclusive of systems, finance, etc.) — and it has a great alliteration of P’s to boot!
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