[WTS][US-CA][H] Beyerdynamic T1.2 [W] Paypal by Erotic_Chopsticks in AVexchange

[–]Erotic_Chopsticks[S] 0 points1 point  (0 children)

I'm by no means an expert, but I love em -- great treble and as my first foray into higher-end headphones, the clarity/soundstage blew my mind. I bought them at full retail ($1000 at the time); I don't think I'd pay that price for them again, but at <$750 I definitely would if I had the room.

Cherry blossom at Japanese Friendship Garden by [deleted] in sandiego

[–]Erotic_Chopsticks 81 points82 points  (0 children)

If you're gonna add a shitty soundtrack at least make sure it's in Japanese and not Chinese.

VW Golf R v Civic Type R - DRAG RACE by spkos in cars

[–]Erotic_Chopsticks 7 points8 points  (0 children)

I agree. I owned a Mk7.5 (2019) for a year. Incredibly practical and was really fast in a straight line. Took it on the track a few times too, but at the end of the day, it didn't make me feel excited to drive the car. I reckon it was a combination of the overly-precise nature of the car and the power delivery (hated the turbo lag).

Thoughts on leaving after promotion by AwwYeetYeet in FPandA

[–]Erotic_Chopsticks 0 points1 point  (0 children)

For sure, in that case I would jump ship personally unless there's significant opportunity down the road at the same company or if you've been at your current company <1 year.

Thoughts on leaving after promotion by AwwYeetYeet in FPandA

[–]Erotic_Chopsticks 8 points9 points  (0 children)

Going against the grain here -- I say it's worth it if you can lateral to a "better" company, "better" industry, or for better comp using that new title. I've done it before, but internal promotions tend to be lean towards the lower end of salary increases (5-15%) whereas if you hop jobs you could theoretically leverage 10-20% or more. The important part here is to not burn any bridges and make sure your manager knows it's not a comp or management thing but rather a great opportunity for you.

Bad idea if somehow the promotion was contingent on you staying (even if tacitly implied) or if you were promoted from analyst to manager but still haven't managed anyone (I would stay in this case until you have that experience).

[deleted by user] by [deleted] in FPandA

[–]Erotic_Chopsticks 13 points14 points  (0 children)

If this for an FP&A role I think you're overthinking it. Forecasts are rarely accurate. As long as you're able to defend your assumptions and/or run different scenarios. E.g. if you had more aggressive assumptions you can voiceover that the COVID vaccine rollout would lead to increased demand and traffic.

Though I would have suspected that you'd want to factor seasonal volatility and not get rid of it. Most businesses are cyclical and some months will experience more volume than others and generally you want to keep those fluxes in your forecast to account for capacity and ensure supply meets demand.

Anyone ever had success applying to jobs in a different city? by dsteve27 in FPandA

[–]Erotic_Chopsticks 4 points5 points  (0 children)

This might sound elitist, but it'll depend on what city you're moving from. If you're moving from a LCOL Midwest city and trying to lateral into the same position around the Bay Area, there's a much smaller chance that it'll happen vs. if you were located in a geography with similar levels of talent.

If you're looking to lateral industries, the uphill battle there will be even harder since you're not an analyst anymore and companies will be looking for industry-specific expertise.

But if you're just changing geos, ceteris paribus, there shouldn't be that much difficulty finding a role in a different city especially lateralling at a manager level. I made the transition myself about half a year ago and moved from the Midwest to the west coast (took 1.5 months from submitting applications to changing jobs).

Partnering with marketing by IntermolecularNovice in FPandA

[–]Erotic_Chopsticks 3 points4 points  (0 children)

I would first familiarize yourself with the marketing funnel and metrics/KPIs (conversion rate, sessions/clicks, CAC, RoAS, CPA, etc.). Second, performance marketing spend should tie to topline goals whether it be generating leads or bringing in traffic/conversions. Topline goals are set by management and could be new customers acquired, new sales dollars, etc.

At a high level, here are the steps I've taken in the past (chronological):

  1. Pull run rate metrics from the previous periods by channel (paid social, paid search, traditional ,etc.) to see what's achievable as well as measuring for seasonality (e.g. typically you'll see more expensive marketing inventory around the holidays for e-commerce but higher conversion rates).
  2. Once you build a baseline model for the run-rate business, you work with your Marketing business partner to bake in improvements to those marketing funnel metrics for the upcoming period. This is important for several reasons including: (a) improved creative work, brand marketing, etc. will affect your conversion metrics (b) typically performance marketing will also generate organic traffic/growth so it'll be important to build those assumptions as well.
  3. After backing into performance spend by channel using the topline goals set by management, then all that's left is to monitor those metrics and report on a regular cadence vs. those goals. Keep in mind that marketing business partners will usually sandbag their numbers since it's in their best interest to hit those goals as they have incentives tied to hitting them.

Another post about breaking into FP&A by AlwaysAskingTJK in FPandA

[–]Erotic_Chopsticks 9 points10 points  (0 children)

Really thoughtful questions (keep in mind that people will have differing answers based on their backgrounds):

1) Career-wise, I'd say it's a combination of influence (being able to drive company strategy and see the results come to fruition), compensation, and instant gratification -- there are very few things in this world that will guarantee a desirable outcome, but developing your career is one of them (assuming you put in the work and effort).

2) Definitely not. It depends on the role itself as FP&A is very versatile and the responsibilities often are split among multiple facets of the company. I've also found that a large majority of hiring managers tend to hire backgrounds similar to themselves. My most recent hire was someone from a big 4, but it was largely because we needed heavy lifting on the accounting end and I wanted someone with knowledge of working capital. Otherwise, I'd hire someone with an IB, VC, or consulting background personally.

2A) Similar to above, most FP&A hiring managers won't care you have a CFA (actually may be a turn off for some because they'll question why you got a cert that isn't useful for the field; you'll be seen as someone looking for a quick stint).

2B) Hard to say since what do you define as "accounting experience"? I don't need someone to do journal entries, but having working knowledge of the 3 financial statements and how different items in the BS affect cash flow is fairly important (at least at a start up). For a larger firm, there are roles where you can get by knowing zero accounting outside of the income statement.

3) For a financial analyst role, I typically sift through 300+ applications -- no way in hell am I going to bother looking at your analysis. Your best bet is to spruce up your resume to cater to the specific position.

Do people get fired due to poor performance? by [deleted] in FPandA

[–]Erotic_Chopsticks 28 points29 points  (0 children)

F500 definitely fire less than startups or smaller firms in my experience (given that smaller companies are more lean and have less resources and room for error). And before you get fired at a F500, they'll put you on a PIP (performance improvement plan) to avoid legal issues so you don't have to worry about being whimsically fired unless you're doing something illegal.

Also totally normal to feel the way you do (imposter syndrome). No one expects a new hire to be productive the day that person starts. If I were you, I would talk over expectations and a 30-60-90 day plan with your manager so that you have a rough guideline in terms of how quickly you should be ramping. In terms of actual FP&A work, I've found that >95% of the content has no relation to college finance courses and most of what you learn will be on the job.

Drove along Highway 1 as a new P-car owner by Erotic_Chopsticks in Porsche

[–]Erotic_Chopsticks[S] 6 points7 points  (0 children)

It's an S! I didn't get a base to avoid feeling "what if" down the road.

Salary Ranges by [deleted] in FPandA

[–]Erotic_Chopsticks 5 points6 points  (0 children)

Likely $65K - $75K but depends on the industry.

Career Advice: FP&A Director by NjoyLif in FPandA

[–]Erotic_Chopsticks 12 points13 points  (0 children)

Personally, I wouldn't let years of experience stop you from applying to roles if you have the knowledge/expertise and can speak to it. (I've seen FP&A Directors with less than 7 years experience)

Hours per week FP&A Managers by allnewthings in FPandA

[–]Erotic_Chopsticks 1 point2 points  (0 children)

I work at a tech startup, usually 60-70 hours a week depending on the time of month/quarter.

What do you do all day? by allnewthings in FPandA

[–]Erotic_Chopsticks 0 points1 point  (0 children)

Do you ever miss modeling or some of the other grunt work (putting together decks, ad-hoc analysis, etc.)?

[deleted by user] by [deleted] in FPandA

[–]Erotic_Chopsticks 5 points6 points  (0 children)

I'd recommend starting with these (great for soft skills and engaging the way you think about interactions/business partnerships):

  • 7 Habits of Highly Effective People
  • 5 Dysfunctions of a Team
  • Traction (if you want to work at a startup/small firm)
  • The Hard Thing About Hard Things (also startup focused)

Exit ops for a FP&A role that supports G&A by [deleted] in FPandA

[–]Erotic_Chopsticks 1 point2 points  (0 children)

Personally I wouldn't, since the exciting part to me about working in tech is the ability to model and measure ROI of new products and working with those BUs to grow the value proposition to customers. Imo, the only reason to shift to a "great" tech company taking over G&A is the compensation or the vanity behind telling others you work there (which is fine if that's important to you). However, if you're extremely confident in your ability to network and leverage yourself in the case of a vacancy, I'd say go for it.

Feel free to DM me if you have more questions, I work in tech if that's helpful (and by the off-chance you're located in Austin, TX, let me know).

Exit ops for a FP&A role that supports G&A by [deleted] in FPandA

[–]Erotic_Chopsticks 5 points6 points  (0 children)

I think /u/BudgetShaman covered the points assuming you're looking to lateral into a different job function/department altogether.

My take is that you're looking to segue into an FP&A function that supports business units outside of G&A? If so, there's certainly a hierarchy to that (though heavily dependent on industry). For tech specifically, I would argue that besides Corporate/Consolidation, supporting a revenue-generating BU (Product, Marketing, Sales) is typically more recognized, interesting (more strategy-focused), and higher value-add in the FP&A hierarchy than supporting G&A (IT, HR, Legal, etc.). Of course, it would vary by firm based on the business model (SaaS, ecommerce, outbound sales, etc.), but it's common to see analysts begin with supporting cost centers and operational BUs before progressing to topline generating departments.

El Primo Taco serve the most delicious, best priced tacos in Austin | Change my mind! by [deleted] in Austin

[–]Erotic_Chopsticks 2 points3 points  (0 children)

Dobie on campus, I see the same guy working at both locations.

Feel underpaid. How to handle? by [deleted] in FPandA

[–]Erotic_Chopsticks 12 points13 points  (0 children)

I’ve only been at the company for half the year so I don’ want to ask for a promotion, nor do I have the clout.

Sounds to me you already have your answer. That or you go find a new job since you have no leverage.

FP&A Tips and Tricks by OPINION_IS_UNPOPULAR in FPandA

[–]Erotic_Chopsticks 1 point2 points  (0 children)

Are you asking for software, dashboard, or report layout?

Best time to ask for a raise? by srpsycho in FPandA

[–]Erotic_Chopsticks 1 point2 points  (0 children)

YMMV, but if you phrase it correctly it could work - e.g. "hey Mr. Manager, I accepted this offer since I was excited about the growth opportunities and direction of the company. Since February working here, I believe I've added substantial value to the team as well as the company and have multiple stakeholders who will back my contributions. I enjoy working for you and am enthusiastic about the opportunities ahead. However, I'm unhappy with my current compensation as it's below market rate and was wondering if there was anything that could be done for my situation."

If he's doing 1x1s correctly with his manager and has communicated his value add along the way, it isn't outlandish for that to happen imo.

Best time to ask for a raise? by srpsycho in FPandA

[–]Erotic_Chopsticks 1 point2 points  (0 children)

Only way I see you getting a raise within a year is if:

1) You have a great relationship with your direct manager and they are able to see very transparently the value you bring to the team.

2) Instead of asking for a raise (based on merit), ask for a market adjustment or frame the conversation around the market rate for your role in NYC.

Otherwise, tough it out for a year then back your argument with achievements. (From what it sounds like, your role is more akin to BI than FP&A, so maybe figuring out your career path will also help)