Master the financial literacy every FP&A analyst needs. This module reviews the three core financial statements — the income statement, balance sheet, and cash flow statement — and shows how to read them as one connected system rather than three separate reports. Learn how net income links to the balance sheet and flows through the cash flow statement, why accrual accounting makes reported profit diverge from actual cash, and how to apply accrual-versus-cash principles to real business situations. Build fluency in the core profitability and liquidity metrics — gross margin, operating margin, net margin, working capital, and the cash conversion cycle — so you can look past a healthy profit line and tell whether a business is actually generating cash.

Learn to choose the metrics that actually matter. This module builds KPI thinking for FP&A: the difference between a metric and a key performance indicator, how to judge relevance and measurability, and how to classify measures by functional area. Move from an inherited reporting pack crowded with activity counts to a focused, decision-ready set of indicators. Distinguish input, output, and diagnostic KPIs, separate leading from lagging signals, and construct a simple KPI hierarchy that links operational drivers to the financial outcomes leadership tracks. Build practical skills in metric selection, performance measurement, and management reporting that connect day-to-day operations to strategic objectives — no prior FP&A experience required.

Connect financial planning to organizational strategy. This module teaches you to recognize when finance is producing reports that are accurate but disconnected from the decisions leadership is actually making — and how to fix it. Learn to distinguish tactical from strategic FP&A, then build and maintain a KPI cascade that traces each strategic objective down to the financial targets and operational measures that would deliver it. Segment those views by stakeholder so each audience sees the report that matches the decision in front of them. Build skills in strategic alignment, decision-support reporting design, and stakeholder communication that move a finance team from scorekeeper to business partner — no prior FP&A experience required.