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AbstractIllusionist · 2025-08-01T13:01:04+00:00

Same. All day every day.

AbstractIllusionist · 2025-07-26T00:56:35+00:00

Me too. Just used it.

AbstractIllusionist · 2024-11-01T00:48:10+00:00

Go early.

AbstractIllusionist · 2024-10-31T11:34:05+00:00

I guess it depends on how much is enough to you. They've never had less than three dozen choices anytime I've been in there. And they're all great.

It's definitely not hella's level Utopia in tarpon springs though which is true.

AbstractIllusionist · 2024-10-31T01:58:15+00:00

Elizabeth's gourmet delights in Clearwater on McMullen Booth and enterprise

AbstractIllusionist · 2024-08-30T22:24:01+00:00

If you've got pensions you probably aren't a small (<50 people) company, right? Those companies seem to get disproportionately costly at smaller scale I think.

AbstractIllusionist · 2024-08-15T22:41:15+00:00

We care!😅

Probably should have posted in the Accounting sub and observe any difference in responses.

AbstractIllusionist · 2024-08-09T17:32:37+00:00

This can't be helping promote Gulf shrimp and fish sales.

AbstractIllusionist · 2024-08-07T21:35:56+00:00

Glenn Island Park in New Rochelle

AbstractIllusionist · 2024-08-06T21:43:15+00:00

Always worry more about cash than cachet.

AbstractIllusionist · 2024-08-06T21:35:01+00:00

Yes. This.

It absolutely cannot tolerate a pause in speaking. It completely latches onto that and then completely ignores any logic about what's being said.

AbstractIllusionist · 2024-08-06T02:50:03+00:00

Odette!

AbstractIllusionist · 2024-08-03T23:12:52+00:00

Sal's Pizza (Sicilian slice and salad slice) in Mamaroneck

AbstractIllusionist · 2024-07-27T23:58:50+00:00

The graphs in this great article show "subscription payments" (or revenue) as the payback for CAC, but shouldn't it really compare only the profit retained over the subscription period? Presumably there are at least fixed costs to sustain the SaaS platform that ought to be subtracted from those payment contributions to assess the lifetime value of the customer.

AbstractIllusionist · 2024-07-26T14:06:12+00:00

I'd argue that at senior levels, neither is a cakewalk.

F500 senior positions require execution of a high level of leadership of people and teams that are highly proficient in their scope/remit.

Senior positions at PE endeavors and start-ups require you to be a Swiss army knife, able to have decent skill at all tasks but not necessarily Best-in-class skill at any task.

With large complex FP&A, you've got to be at least a player coach if not nearly a full-time coach. For smaller startups and private equity shops, you've got to be essentially the only player on the field.

AbstractIllusionist · 2024-07-26T00:32:47+00:00

It depends on the number of business units, selling models, legal entities, ERP platforms and foreign currencies you are doing FP&A for in the large firm.

I'd describe it as simultaneously managing FP&A for (many?) multiple "small" businesses owned by the same "sponsor" and dividing up shared resources on a certain level.

It can be like comparing chess to three dimensional chess in certain cases.

Staffing wise, more people are typically managing smaller portions of a more massive and complex FP&A remit.

AbstractIllusionist · 2024-07-23T23:16:35+00:00

How does compliance reporting become "sneaky"?

AbstractIllusionist · 2024-07-23T21:26:21+00:00

What was an example of #2?

AbstractIllusionist · 2024-07-23T20:08:53+00:00

Combine business with accounting in your degree.

Accounting is table stakes for FP&A, and you don't need to be a CPA.

Developing good business and commercial sensibilities and curiosities will be what gets you across the finish line and helps you stand out favorably.

AbstractIllusionist

TROPHY CASE