Hello Reader 👋

I’ve been easing back into work this week after the break.

Inbox is full, calendar is already wild, but I’m honestly excited.

2026 feels like one of those years where a lot will shift for finance and FP&A. I’ve been working quietly on a few things in the background over the last months, and you’ll start to see them come through in the next editions, workshops, and sessions.

If you’re reading this, I want to wish you a great start to 2026.

Health, energy, clarity, and the courage to make a few bold moves in your career.

So this week, I want to talk about how your words are quietly killing (or building) your presence in FP&A.

So take a coffee, sit down and read FP&A Stories just like 20k other readers.

This edition is brought to you by Lucanet

Live webinar · Jan 21, 2026 · 14:00 – 15:00 CET · Online

Stop Reporting, Start Influencing – The Storytelling Framework for Finance Leaders

Most finance leaders still report numbers. The best ones influence decisions. In this live and interactive webinar, we’ll work through how to make that shift in your own presentations.

Expect practical techniques you can use immediately:

• Why so many finance presentations fail to influence – and how to fix that
• How to structure financial insights so executives instantly grasp the “so what”
• Three concrete storytelling tools to turn data into decision-ready messages
• How to coach your finance team to communicate faster, clearer, and with more impact
• Ways AI can support (not replace) your storytelling – from structure to tough Q&A

I’ll be joined by Tobias Riffel, Head of Product – BCM & Product Operations at Lucanet. We’ll keep it practical and focused on real situations finance leaders face.

👉 Save your free seat

This week in FP&A Stories

🗣️ 12 swaps that turn you from apologetic analyst into confident business partner

This all started with something I kept noticing in workshops.

We’d role-play a forecast review with a CFO or commercial VP. The FP&A person knew their numbers. The analysis was sharp. The story was there.

And then they opened their mouth with:

“Maybe we should…”
or
“I may be wrong, but…”

In that moment, their presence dropped by half.

Not because the numbers changed.

But because the perception of their authority changed.

I’ve done this myself many times earlier in my career. You think you’re being polite, careful, collaborative. In reality, you’re weakening your own voice before anyone else has the chance to.

1️⃣ What quietly destroys your authority

Here are some classics I hear all the time:

• “Maybe we should…”
• “I may be wrong, but…”
• “Can I ask a dumb question?”
• “Just thinking out loud here…”
• “Hopefully this makes sense…”
• “This might be overstepping…”
• “Does that sound okay to you?”
• “I’ll try my best to get that done…”
• “I’m no expert in operations, but…”
• “I just wanted to share this update…”
• “I’m not sure if this adds value, but…”
• “Would you mind if I add something?”

Each one sounds small.

But they all do the same thing: they apologise for your presence.

You are signalling to the room:

• “I’m not fully confident in what I’m about to say.”
• “Please don’t take this too seriously.”
• “You’re the real decision-maker, I’m just here on the side.”

And senior leaders pick up on that instantly.

Think about the difference between:

and

The work is identical but the signal is not.

One sounds like a favour and the other sounds like ownership.

2️⃣ Your analysis stays the same but your credibility doesn’t

The interesting part is that none of this changes your spreadsheet.

Evertyhing is still there but language acts as a filter.

Weak language takes a strong insight and makes it sound optional (and I'm not even talking about the tone that sounds like a question instead of a statement)

“I’m not sure if this adds value, but…” tells people they can ignore the next sentence. So they do.

“Can I ask a dumb question?” makes it easy for others to position you as junior, even if your question is the smartest one in the room.

“I’m no expert in operations, but…” reassures everyone that you’ll stay in your little finance box.

When you use these phrases repeatedly, people start to associate you with caution. And that’s not what you want if you’re trying to be seen as a strategic partner.

3️⃣ What to say instead

You don't have to be loud or aggressive. You just have to take ownership and be specific.

Here are 12 stronger options:

• “Here’s the key shift in our forecast”
• “The numbers suggest we should prioritise…”
• “Here’s what the data is signalling”
• “Here’s one scenario worth testing”
• “Here’s how the pieces fit together”
• “There’s a financial implication we need to consider”
• “Does this align with your strategic priorities”?
• “Here’s an insight that could shift this discussion”
• “You’ll have the updated model by Friday”
• “Let me build on that from a financial angle”
• “Here’s how this flows through P&L and cash”
• “Help me understand how this connects to our targets”

Notice what’s different.

You’re not overselling. You’re not pretending to know everything.

You’re simply:

• Starting with “here’s” instead of “maybe”
• Pointing to the data, not your insecurity
• Framing your contribution as useful, not disruptive
• Owning timelines and deliverables instead of hoping

In FP&A, that’s what leaders want from you: a clear point of vie that guides them through the numbers

4️⃣ How to change this in practice
​This is where it gets practical.

1. Pick one phrase to eliminate​
   Don’t try to fix all 12 at once: Choose the one you use the most and replace it with a stronger alternative.
2. Rehearse your first sentence​
   Before a meeting, write down the first sentence you want to say when your slide comes up:
   “Here’s the key shift since our last forecast.”
   “There’s one dynamic in the margin we need to talk about.”
   Once that opening is strong, the rest flows more confidently.
3. Use questions to raise the level, not lower it​
   Instead of “Does that sound okay to you?”, try:
   “Does this align with how you’re thinking about growth next quarter?”
   You’re still asking a question. But now it frames a decision.
4. Reflect after key meetings​
   After your next big session, take 2 minutes and ask yourself:
   • Where did I weaken my message with language?
   • Which phrase would have been stronger?
     This reflection builds awareness quickly.

The goal is to make sure your language matches the quality of your thinking.

Because in FP&A, you’re often the only one who sees the full picture of P&L, cash, and risk.

If your voice is timid, the organisation loses that perspective.

That's a wrap for this week

See you next week!​