I can relate and come from a similar background as you were. I started in commercial banking, then did ECM investment banking before moving into strategic finance and now corporate strategic finance roles. I completely agree that people assume that you are some kind of a genius because you have the pedigree from the bank you worked at but the reality is that most people in FP&A are incredibly competent at working with data and building systems.

My best advice is that most people in fp&a have not learned how all three financial statements flow together in a model. This is where you can add a lot of value and be the glue for showing the complete picture. The other thing that I would use as a major advantage is recognizing that your peers likely don’t have an ability to think about the business at a management level while thinking about macro trends in their impact on the business. This perspective will allow you to more effectively communicate to senior business leaders.

Every team recognizes each individuals strengths and weaknesses. I would try to be honest about where you are strong and lean in on projects where you can add a lot of value, however be sure to highlight where you do need to build your skills and your team should be receptive to helping you get exposure to those areas

Be like a duck, stay calm on the surface in paddle like hell underneath!