Bojan Radojicic

Teams spend months collecting, reconciling and formatting numbers, then write commentary late at night under pressure.

• Management sees the story days after the numbers.
• The post argues this is a management choice, not a staffing fact: the same analysts who could build a rolling forecast spend their weeks repairing spreadsheets.

An FP&A team Radojicic says they audited worked 70-hour weeks with static spreadsheets, broken VLOOKUPs and manual variance comments that took three days to write. When the CFO asked for a 12-month rolling forecast, the room went silent: no model existed, so the team had to build one from scratch again.

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A team owns the templates it builds and maintains, and those standards determine whether a recurring close is a scramble or a routine update. Without them, teams reinvent the same models every month.

Seven must-have FP&A templates every professional should master, from 3-statement models to driver-based forecasting. The claim: once they are ready, a monthly fire drill becomes a 10-minute update.

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They say code computes every figure and reconciles it to the trial balance; AI only drafts commentary.

• Line owners review and edit every comment before it reaches the CFO, and a developer reviews the code and infrastructure before real data is used.
• Speed without control is a risk.
• Security is mandatory: login with MFA, role-based access, a full audit trail, and review and approval options.

A custom reporting app built with Claude Code, Git/GitHub and Cloudflare pulls trial balances, budgets and forecasts from a Drive folder; produces P&L, balance sheet and cash flow in management format; compares actuals against budget, forecast and last year; and drafts variance commentary with suggested action plans. The post puts a realistic first version at 10 to 14 weeks and says one such app is already being built for one of Radojicic's companies.

The post says a recent change has made guardrails more urgent: in the last year, a finance leader and a small team became able to describe rules in plain English and get working software. Controls now have to be designed alongside the build.

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AP is often where the automation gap is felt first, but it is rarely the only place. The post shifts the question from which AP tool to buy to how to build a finance function where automation and AI work end to end, then points to its own event as a place to work that out.

The post reports that, of 102 finance leaders surveyed—mostly CFOs, VPs and finance directors—only 18% were happy with their AP solution; 33% still run AP manually or inside their ERP with no dedicated tool; 50% say their current solution could be better or that they are not satisfied; and 65% want their provider to bring more automation and AI. Approvals and payments and invoice capture tied as the biggest automation opportunity, at 22% each.

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A newcomer should start here: it is the most concrete build walkthrough in Bojan Radojicic's posts, naming the tools, spelling out the guardrails and giving a realistic timeline instead of a general AI pitch.

Bojan Radojicic describes a CFO asking how to automate reporting work that falls between existing systems.

• Month-end close in small companies takes six to seven days, five of them spent collecting, reconciling and formatting numbers.
• The post lists the costs: commentary written late at night under pressure, management seeing the story days after the numbers, and strong analysts used as data clerks.
• The build idea is specific.
• A finance leader and a small team describe their rules in plain English; Claude Code writes the code, Git and GitHub track changes, and Cloudflare hosts the app behind a secure login.
• A basic version pulls trial balances, budgets and forecasts from a Drive folder; builds P&L, balance sheet and cash flow in management format; compares actuals against budget, forecast and last year; and drafts variance commentary with suggested action plans.
• Three rules keep it trustworthy: code calculates every figure and reconciles it to the trial balance while AI writes only the words; line owners review and edit every comment before it reaches the CFO; and a developer reviews the code and infrastructure before real data goes in.
• Security requirements include company login with MFA, role-based access, a full audit trail, and review and approval options.
• The post puts a realistic first version at 10 to 14 weeks and says they are currently building one app for one of their companies.
• It also points to a newsletter that reaches 90,000 finance readers.

For brands planning a campaign

This is a buyer's mental model: automation is acceptable when it is governed, auditable and keeps a human between the draft and the CFO.

• A finance software company could co-market around that frame with a joint build walkthrough or a checklist of the three rules and security requirements, rather than a generic AI story.
• The newsletter is also a concrete distribution channel to explore.

A newcomer should start here because it pairs a recognizable failure story with a named deliverable—the seven templates—and shows the diagnosis-plus-asset pattern repeated in Bojan Radojicic's posts.

Bojan Radojicic opens with an audit of an FP&A team working 70-hour weeks.

• They were smart and hardworking, but reporting was a mess and every month was a fire drill.
• The post lists the symptoms: static spreadsheets, broken VLOOKUPs and manual variance comments that took three days to write.
• When the CFO asked for a 12-month rolling forecast, the room went silent: no model existed, so the team had to build one from scratch.
• The post calls this the hidden cost of manual finance: hiring top talent, then using them as data entry clerks.
• With 15 years in finance, Radojicic argues that the difference between a good team and a world-class team is not the software they buy but the standard of the templates they build.
• Teams should not reinvent the wheel every Monday.
• The post names seven must-have templates every FP&A professional should master, from 3-statement models to driver-based forecasting, and says that with these ready, a fire drill becomes a 10-minute update.
• It links to a download of the templates.

For brands planning a campaign

The template pack is ready to become a campaign asset: a co-branded or sponsored resource for FP&A leaders that positions a software vendor alongside driver-based forecasting and rolling forecasts.

• The post supplies the pain language buyers use: fire drill, static spreadsheets, broken VLOOKUPs and three-day variance comments.
• A finance software company can echo that language in a co-marketing landing page or webinar and offer a concrete template download instead of a product demo.

A newcomer should start here for quantified pain points with a stated sample size, plus a clear view of the conference promotion alongside Bojan Radojicic's finance commentary.

The post leads with a survey result: only 18% of SMB finance leaders are actually happy with their AP solution.

• It says 102 finance leaders, mostly CFOs, VPs and finance directors, were asked how they run accounts payable today.
• The findings: 33% still run AP manually or inside their ERP with no dedicated tool; 50% say their current solution could be better or that they are not satisfied; 65% want their provider to bring more automation and AI; and approvals and payments and invoice capture tie as the biggest automation opportunities, at 22% each.
• Bojan Radojicic shifts from the tool question to the function question: AP is often the first place finance teams feel the automation gap, but rarely the only one.
• The real question is how to build a finance function where automation and AI work end to end.
• The post promotes CFO AI Nexus as built for that, describing two days of practical sessions, live demos and conversations with 300+ CFOs, six stages, 20 conference sessions, 100% virtual, October 20-21, 10 am to 4 pm ET, limited regular tickets and a registration link.

For brands planning a campaign

The survey gives a vendor ready-made statistics for a co-marketing campaign: 18% satisfaction, 33% still manual, 65% wanting more AI, and two tied automation opportunities at 22% each.

• The event promotion also identifies a venue.
• A finance software company could approach the CFO AI Nexus sessions for a sponsorship, speaking or demo slot aimed at the same FP&A and CFO audience.

The app would pull trial balances, budgets, and forecasts from a Drive folder; build P&L, balance sheet, and cash flow in management format; compare actuals against budget, forecast, and last year; and draft variance commentary.

• The post stresses controls: code calculates every figure and reconciles it to the trial balance, AI writes only the words, line owners review and edit every comment, and a developer reviews the code and infrastructure before real data is used.
• It also lists company login with MFA, role-based access, and a full audit trail as mandatory, and estimates a realistic first version at 10 to 14 weeks.

Plain-English app rules, code-calculated figures, AI-written commentary, review by line owners, and technical review before production data is used.

The post warns that speed without control is risky: real data should not be used until a developer has reviewed the code and infrastructure.

For brands planning a campaign

A finance software company can build a practical, control-aware campaign around safe AI-assisted reporting, implementation checklists, security and review gates, and realistic timelines. The strongest hook is not AI hype but a process that separates calculation, commentary, and accountability.

Examples: Source 1

When the CFO asked for a 12-month rolling forecast, the team had no model and had to build one from scratch.

• Bojan Radojicic argues that the difference between a good and world-class finance team is not the software they buy but the standard of the templates they build.
• They point to seven must-have FP&A templates, including three-statement models and driver-based forecasting.
• The pitch: with the right templates, a monthly fire drill becomes a ten-minute update.
• The post offers a download of the templates.

A diagnostic audit, specific time costs, templates as the fix, and a resource download as the next step.

For brands planning a campaign

A finance software or FP&A platform can co-market template libraries, lead magnets, and webinars that help teams move from spreadsheet repair to driver-based forecasting. Show the before-and-after process and connect templates to product setup rather than offering a generic download.

Examples: Source 1

It reports that only 18% of SMB finance leaders are happy with their AP solution, 33% still run AP manually or inside their ERP with no dedicated tool, 50% say their current solution could be better or they are not satisfied, and 65% want their provider to bring more automation and AI.

• Approvals and payments and invoice capture tie as the biggest automation opportunity at 22% each.
• The post uses those numbers to argue that finance teams know what is broken and need a clear path to end-to-end automation, then promotes CFO AI Nexus as a two-day virtual event with six stages, twenty sessions, and 300+ CFOs.

A short survey-based hook with specific percentages, a diagnosis of manual AP, and an event registration call to action.

The automation argument is tied directly to a named conference. If the brand is not the event organizer, separate the survey findings from the event promotion.

For brands planning a campaign

A finance software company can co-brand a similar AP or finance-automation survey, use the data as an educational asset, and direct readers to a demo or event. The stats make a ready-made case for automating approvals, payments, and invoice capture; add independent value beyond reposting the event.

Examples: Source 1

The format is consistent too: LinkedIn text posts built on short lines, bullet lists, concrete time costs or percentages, a named pain point, a practical framework, and a resource or event link.

Pain-point diagnosis, short-form LinkedIn structure, bullet lists, concrete figures, and a clear next step or resource.

For brands planning a campaign

A brand should match this practical, control-aware tone: lead with a specific finance process problem, quantify the cost, propose a template or automation path, and include human and security guardrails. Product promotion without the operational fix would miss the approach running through the posts.

Examples: Source 1 · Source 2 · Source 3

The post presents it as a practical tool.

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Ask whether the connection is speaking, sponsorship or another kind of relationship.

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Anooshay Arif describes flipping the usual split—teams spend 80% of their time producing numbers and 20% explaining them—using AI to flag bank reconciliation anomalies and pattern-match the obvious 70% of AP/AR work.

• They argue that a new CFO's first 90 days are about alignment before dashboards.
• Bojan Radojicic makes the same case for templates and guardrails: fix the process and keep a person on the judgment.

Anooshay Arif writes from inside client accounting and outsourced finance, focusing on close, reconciliations and how a new CFO builds trust in the numbers. Bojan Radojicic goes further into the build, describing a custom reporting app, its security requirements and review gates, and offering template downloads and event registrations as next steps.

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Rajesh Viswanath draws on McKinsey material to argue that capital should go to the handful of value drivers that explain most performance variance, rather than departmental requests, and cites a PYMNTS report showing a 20-day cash conversion gap between top and bottom performers. Bojan Radojicic makes a comparable case with AP survey data and a build checklist.

Rajesh Viswanath stays at the strategy and metrics level—capital allocation, value drivers and the cash conversion cycle as competitive advantage. Bojan Radojicic stays at the process level, showing what a team builds, what rules the work must follow and how long a first version takes.

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Jeff Epstein asks whether forecasting, reporting, close, collections or analysis became more productive, whether the economics moved and whether anyone can measure it.

• They also say they changed their mind about the CFO's job being mainly to police AI spend.
• That demand for evidence behind AI claims runs through Bojan Radojicic's rule: code calculates every figure and reconciles to the trial balance, while AI only writes the words.

Jeff Epstein writes from a CFO and investor vantage, weighing AI returns across a portfolio and using live events to gather insights from finance leaders. Bojan Radojicic writes as a practitioner, explaining one build at a time with the security, review and approval detail needed when working near real data.

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The posts describe a target ratio: 80% of finance team time producing numbers and 20% explaining them, with a plan to flip it.

• They offer concrete automation scenes to sponsor: bank reconciliations where AI flags anomalies and a person approves every one; AP and AR where pattern matching handles the obvious 70% and people handle the messy 30%; variance commentary where AI drafts and a person who knows the client's business refines; and a reporting package where data assembly is automated while a person writes the narrative.
• A second post argues that a new CFO's first 90 days should fix alignment before metrics, because sales, product and go-to-market teams often disagree on ARR, bookings and spend, and dashboards only work once the numbers are trusted.
• This suits a campaign selling judgment, review and alignment around automation, or a services layer alongside software.

The tradeoff is distribution and campaign machinery.

• The posts contain no template download, survey, event promotion or build walkthrough, so a vendor would need to create the lead asset and reader path rather than plug into an existing funnel.
• Their argument-led point of view is useful for positioning but offers less ready-made material for a gated checklist or product demo.
• Ask for audience size, job-title breakdown and sponsorship availability to verify reach and placement.

Examples: Source 1 · Source 2

One post argues that traditional budgeting fails at capital allocation, not budget building: departments submit requests, finance decides who gets what, and the better question is which investment moves the most important enterprise value drivers.

• It names SaaS drivers such as net revenue retention, CAC payback, pipeline conversion and gross margin, and manufacturing drivers such as capacity utilization, yield, inventory turns and on-time delivery, then connects them to driver-based planning.
• A second post reframes the cash conversion cycle as a competitive advantage, citing a PYMNTS Intelligence report that top performers convert cash in 24.2 days versus 44.4 days for lower performers.
• The argument is that the gap comes from visibility across procurement, operations, suppliers and finance.
• This fits software that connects operational and financial data, or a campaign seeking a CFO-level strategic frame rather than a hands-on template.

The tradeoff is originality and campaign ownership.

• Both posts build on outside research—McKinsey on value drivers and PYMNTS Intelligence on the cash conversion cycle—so a vendor would need to license and cite the research, then add original analysis.
• The posts offer no original survey, downloadable template, event or product walkthrough, so the co-marketing asset would need to be built.
• Ask for audience size, role breakdown and sponsorship availability to assess reach and commercial fit; the posts are shorter arguments rather than teaching sequences.

Examples: Source 1 · Source 2

Jeff Epstein writes from both sides of technology investment: as a former CFO at Oracle and other companies, and now as an investor at BVP.

• One post asks what actually changed when finance teams use AI in forecasting, reporting, close, collections or analysis—whether teams became more productive, economics changed, decisions got faster or better—and whether any of it can be measured.
• Another says the CFO's role in AI has shifted from controlling spend to asking what AI does to margins, pricing, retention and collections.
• It cites a Bain estimate of $4.7 trillion in global profit at stake from AI between 2025 and 2035.
• Both posts promote Finance Exchange in San Francisco on October 15, one with Priya Rajan, giving a vendor a natural event-sponsorship or speaking angle tied to a senior finance audience.

The tradeoff is that the posts are opinion and event promotion, not an implementation asset.

• They offer no FP&A template pack, survey, build walkthrough or step-by-step automation guide to co-brand.
• A vendor selling FP&A planning or reporting software would need to supply the practical asset and use Jeff Epstein's posts as the credibility layer or event draw.
• The event tie makes the campaign time-bound and likely more expensive or complex than a download.
• Ask for a sponsorship menu, rate and audience breakdown to assess commercial availability and role-level reach.

Examples: Source 1 · Source 2