Hello Reader 👋

This week, I stepped into a different room.

I spent Saturday delivering an EMBA module on Public Speaking and Storytelling at Solvay Brussels School of Management. It was my first time teaching in a fully academic setup.

What stayed with me wasn’t the theory. It was the practice:

• Executives (46 people, all from different backgrounds, not only finance) rehearsing in stairwells
• Small groups testing messages in corridors
• People deliberately putting themselves in uncomfortable situations to get better

It reminded me of something we underestimate in FP&A: impact rarely comes from the slide itself. It comes from what you prepare before you ever enter the room.

So this week, I want to talk about one rule that changes how tough financial messages land with executives.

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

This week in FP&A Stories

☝️ The ONE Rule I Follow Before Delivering Bad News in Executive Meetings

There’s a sentence I’ve repeated so many times in workshops that people now quote it back to me:

If your insight puts someone in the fire, it should never be discovered live in the meeting.

It sounds simple...

...but many people get burned just because they don't apply it consistently

Why finance often misses this completely

Many FP&A professionals genuinely believe their job is to bring the unfiltered truth into the room.

It's what I observe as the most recurring friction: they see numbers as neutral, objective, and unquestionable, so if an insight triggers a defensive reaction, they consider that a business problem rather than a finance problem.

But in practice, this mindset creates more friction than anything else.

I’ve sat in meetings where finance presented a perfectly accurate insight, yet the moment it landed, the discussion derailed.

And often because the person accountable for the outcome discovered the issue at the same time as everyone else.

When that happens, you already know that it will turn into a fingerpointing session and as a consequence, people protecting themselves.

And the person that has to do the most to change things has become an enemy and won't do anything from your insights.

What I’ve learned over the years is that delivering the truth is never the issue.

Delivering it as a surprise is.

What happens when there is no pre-alignment

When bad news lands cold, three things happen almost every single time:

1. People defend themselves.​
   The focus moves away from the business and straight into personal protection.
2. They challenge the numbers.​
   Even if they’re solid. Even if you’ve triple-checked them.
   The instinct is to look for a way out.
3. Blame starts spreading.​
   The discussion becomes emotional, political, reactive.

Suddenly the meeting is no longer about decisions.
It’s about managing the blast radius.

What pre-alignment really does

Pre-alignment is not about softening the message or hiding the truth.
I don’t believe in either.

It’s about managing the emotional and political reality of the room so the truth leads to action, not chaos.

And it does three very concrete things:

1. It builds trust​
People appreciate you giving them the space to prepare instead of being thrown under pressure.

2. It keeps the meeting focused on solutions​
When no one is fighting for survival, the conversation moves faster and stays cleaner.

3. It allows people to prepare instead of improvising​
And this alone can change the entire outcome.
Prepared people think while surprised people react.

I discussed this recently during a 1:1 coaching session, and the thing we discussed the most was this:
​“Pre-alignment is what ensures the discussion focuses on solutions and mitigating actions rather than fingerpointing.”​
This CFO talked from experience 😉.

The real job of a finance partner

Here’s the part most finance people don't know about storytelling:

Contrarily to most "inspiring" storytelling methods, you don't keep the surprise for the a-ha moment.

Our goal with storytelling is to induce to decision-making, not really to surprise our audience with an unexpected insight.

That’s the difference between reactive finance and real business partnering.

And it starts before the meeting even begins.

That's a wrap for this week

See you next week!​

P.S.

After 17 years in FP&A, Consulting and Leadership, I’ve coached and trained finance teams across industries, from consulting and manufacturing to tech, media, and global logistics.
Through The Finance Circle, I’ve had the chance to work with teams from companies like Deloitte, Holcim, CMA CGM, Bauer Media, Indeed, Volvo, AbbVie, NATO, and many others.

If you want to sharpen your own storytelling skills or bring this work into your team, here are a 3 ways can work together:

• ​Financial Storytelling Program for Individuals​
  A practical program built on the same methods I teach in corporate trainings worldwide. More than 400 finance professionals have taken it to strengthen how they communicate insights.
• ​Train Your Team — Book a Call​
  For finance leaders who want their entire FP&A team to communicate more clearly, present with confidence, and build stronger business partnerships.
• ​1:1 Coaching With Me​
  A direct, personalised way to work together if you want deeper feedback and support on storytelling, executive presence, or high-stakes communication.

If you're unsure which option fits best, reply to this email. I’ll point you in the right direction.