Moving from reporting the numbers to shaping the discussion Most FP&A teams can spot the problem in a forecast or a business case. Far fewer can say so in the room without the conversation turning defensive, and the cost is a team that stays accurate but gets consulted too late to matter. This session looks at what separates the FP&A partners who get pulled into decisions early from those who are handed the outcome afterwards. It covers how to frame a challenge so it lands as help rather than criticism, when to push and when to let a point go, and how to hold your position with a senior stakeholder who has already made up their mind. Key takeaways - A way to frame a challenge around the decision the business is trying to make, so the numbers support the discussion rather than overrule it. - Tactics for pushing back on a senior stakeholder’s assumptions while keeping the relationship intact. - A practical test for choosing which challenges are worth making, and which cost more credibility than they earn.