Remote Financial Planning Jobs – Jessica serves as the US leader in human capital finance transformation, bringing solutions to people problems in the rapidly evolving finance function, including the workforce transformation emerging in the future of work. He brings over 20 years of human capital experience focusing on people-related transformation, delivering organizational design – leadership and team capability development – shared services, technology and process adoption, leadership and executive team development, communications and workforce transition. Jessica is passionate about improving engagement at work.
Ahson Raza is a senior leader in the Human Capital Finance Transformation practice with a focus on life sciences and healthcare clients. In his role, he helps clients activate their finance and digital transformations with a focus on organizational and workforce solutions, including the future of work, operating model, digital enablement, change management and learning. Raza brings more than 15 years of industry and consulting experience and has led a number of large organizational transformation programs, helping clients evolve the role of their finance and digital organizations in driving enterprise value. He also leads Eminence and Oracle Ignite efforts for Deloitte’s Human Capital Finance Transformation practice, where he focuses on research, insights and trends disrupting the workforce of the future. He holds an MBA from Duke University’s Fuqua School of Business.
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Casey, a consulting director at Deloitte, is a business transformation leader focusing on the human capital components of the future of work transformation in the finance and healthcare industries. Casey works with healthcare executives to achieve their quality, service and affordability goals using human capital solutions to reduce costs, improve performance and improve efficiency. Throughout his career, Caram has led functional transformation and enterprise-wide transformation efforts for several of the nation’s leading healthcare organizations. Casey leads Deloitte’s Center of Excellence for Human Capital Financial Transformation and is a frequent presenter on Finance Talent and the Future of Finance. Casey advises CFOs and CFOs across industries on talent issues and improving financial capabilities and value in the transition to the future of work. Caram holds an MBA in Strategy and Management from the University of North Carolina Chapel Hill’s Kenan-Flagler School of Business.
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Andrew Bromberg is a leader in Deloitte Consulting LLP’s Human Capital Organization Transformation practice. He works with consumer industry clients to develop change management, communications and training solutions to drive digital transformation and workforce transformation. Bromberg also leads the eminence of Deloitte’s Human Capital Finance Transformation practice, which focuses on equipping the finance workforce for the future. He holds an MBA from the University of Michigan’s Ross School of Business.
Many financiers want to continue working from home after the pandemic. Here’s what CFOs should consider to prepare the finance organization for an increasingly digital and remote world.
In the past year, CFOs have had to quickly reinvent how to effectively do finance work in a partially or completely remote environment. The past year has shown that this is remotely possible, and the data suggests that this could continue in the long term. A recent survey of professionals in and outside the finance function found that 77% believe their financial organizations should continue to work remotely to some extent after the pandemic subsides, and nearly 15% believe they should work from home with full time.
In another survey, respondents indicated that an average of 90% of their work could be done virtually, and 87% said they would prefer to work virtually most of the time.
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Simply changing or expanding work-from-home policies is not enough to solidify the benefits of a remote financial workforce. To harness the future of work and maximize organizational value in an increasingly digital, remote world, CFOs should determine how to reorganize operations, free up the workforce, and adapt the workplace.
• Restructure the business: In an increasingly remote and digital environment, automation is quickly becoming a reality for finance teams. CFOs can leverage these new processes to shift workforce capabilities from transactional work to strategic work that delivers net new value to the business. This will also likely require new workforce skills.
• Freeze the workforce: Without the constraints of a physical office, CFOs can collaborate with HR to access top talent and elusive skills from anywhere in the world. A global talent marketplace combined with a broad workforce ecosystem—from full-time employees to gig talent—can enable CFOs to achieve superior performance with a more agile workforce.
• Customize the workplace: With many activities performed remotely, CFOs can reimagine the office with the goals of creating connections, fostering collaboration and productivity, and fostering culture. Teams should determine when personal connection is critical (eg, certain closing activities, onboarding new employees, launching a new initiative, etc.) and be deliberate about when they meet in the office.
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For additional insights on equipping your finance workforce for the future, see our previous table Benefits of New Technologies for the Finance Workforce.
CFOs know that financial transformation can be difficult and time-consuming. But they also know it’s an effective way to keep up with changing business needs. Whether it’s technological disruption, business model innovation or a new industry ecosystem, Deloitte helps financial organizations look to the future while keeping the ship on a steady course. The COVID-19 pandemic has disrupted every part of life, and our individual and collective finances are facing major changes. With some businesses closing and others unable to keep up with peak demand and unemployment, most families have had to reassess and possibly adjust their financial planning strategies.
These truths are reflected in the financial planning trends families are following in 2021. Families are evaluating their financial plans, life insurance policies and portfolio management, as well as prioritizing cash management and investing time in financial literacy. These are some of this year’s top financial planning trends for families.
No one wants to face their own mortality – or worse, the mortality of their loved ones. But in 2020, facing this reality has become imperative, given how tragedy often goes hand in hand with sudden changes in finances.
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Life insurance is a popular way to prepare for worst-case scenarios in the future. Life insurance can be viewed both as a classic insurance and as an investment. But overall, the best life insurance protects your family from financial hardship and added stress after the death of a loved one. Whether you’re losing a source of income or dealing with expenses related to the death of a loved one, the monthly premium you pay for life insurance provides a financial safety net when you’re going through already tough times.
Families are buying life insurance for the first time or reviewing their existing policies. Some choose to expand their coverage and even include their parents in their policies.
Depending on the structure of the family, collective financial health may rely on the coordination of multiple budgets and a wide range of financial accounts. As many reevaluate their finances in 2020 and 2021, individuals and families alike are tightening their approach to budgeting.
Families are evaluating their financial habits—and the market is responding, with personal and family finance management platforms popping up left and right. Whether you track your expenses in a shared Google spreadsheet or use an app, families sync their budget with technology to track habits and make necessary changes.
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Most apps automate budget tracking, and many allow data sharing so families can track their spending behavior. Shared transactions create accountability and awareness of consumer habits. Savings calculators, many built directly into our personal and linked bank accounts, allow families to set goals based on their income, lifestyle and expenses.
The pandemic and subsequent economic recession mean that some industries are booming while others are still struggling. And individually, those whose industries benefited from the pandemic and were able to keep their jobs had more money to invest as quarantines and lockdowns meant less spending. As a result, there is a great need to monitor and adjust investment strategies and portfolios.
While things are starting to improve for some countries in 2021, other economies are still struggling to recover. This means that it is important to pay attention to domestic and global markets and weigh the value and risk of different asset classes.
Some individuals and families are taking advantage of this time to jump into investing for the first time, especially as retail investment apps become more popular. Those with more money put more into their retirement plans and investment accounts to grow their portfolio. Those who make the right decisions now will see a positive impact on their portfolios as markets and economies stabilize as we continue to recover from the pandemic.
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After a year and some changes during the pandemic, it is not clear when or if everything will return to the state before the pandemic. This is why it is essential that families have a money management strategy.
First and foremost, the main goal is to set short-term and long-term goals and structure your financial situation according to those needs. Many families have found ways to cut costs and channel their money into savings. For example, while working from home
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