8:30 am - 9:30 am

Registration and Breakfast

General session

9:30 am - 9:45 am

Welcome and introduction from the chair

General session

9:45 am - 10:15 am

AI and commercial operations

Bharadwaj Raghavendran, Senior Business Controller & Global Commercial Spend Productivity Program Manager, The HEINEKEN Company

Finance business partners have access to a lot more data points than the traditional financial information to help shape critical business decisions.

However, given the realities of time and analytical capacity (resource) constraints, we are forced to pick the most robust data points. This in turn usually leads to placing a premium on using few complete data-sets over many, partially complete yet representative data sets.


This tendency to know everything about a few things does generate useful insights to shape business decisions for the future. However, these tend to be directional rather than precise.

Our experience with applying AI at HEINEKEN is forcing us to change. AI tools have taken away the analytical capacity constraint we had. This makes it possible to use a diverse range of partial, yet representative data sets to make statistically robust analyses, at scale, for the first time. The resulting insights are a lot more precise, nuanced and valuable.

The lessons we learnt along the way have re-shaped how I imagine the value and the role of Finance Business Partners in  securing it. I’m looking forward to sharing some of these with you at the WFF in Amsterdam

Panel Session

10:15 am - 11:00 am

Finance's role in improving business agility

Ana Caria, CFO, Dexter Energy
Igor Curic, StartUp CFO
Nikhil Thakur, Head of Finance, Figment
Andreu Laban Pages, Director, Supply Chain Finance, Kraft Heinz
Arjun Srinivasan, Head of Finance – NEE Mobility, Uber

In today’s rapidly changing business landscape, finance leaders play a pivotal role in enabling their organizations to adapt, innovate, and seize opportunities while effectively managing risks. This panel will discuss strategies for fostering business agility through financial leadership and look at questions such as:

  1. How can finance leaders effectively balance the need for stability and control with the demands for agility and adaptability in a rapidly evolving business environment?
  2. How can finance leaders collaborate with other functional areas to drive business agility across the entire organization?
  3. What role does leadership mindset and culture play in fostering business agility, and how can finance leaders influence and shape these aspects within their organizations?
  4. How can finance leaders leverage data and analytics to drive informed decision-making and improve agility in their organizations?
  5. As the finance function evolves, what soft skills and competencies do finance leaders need to develop or enhance to effectively drive business agility?




11:00 am - 11:30 am

Morning Coffee Break

General Session

11:30 am - 12:00 pm

Chat GPT - How to add value for your organization with the latest AI tool?

Panel Discussion

12:00 pm - 12:45 pm

From FP&A to xP&A

Moderator: Ravi Santokhi, EPM Lead Consultant, Finext
Kavita Singh, Senior FP&A Analyst, international, FedEx
Marco Antonio Fini, FP&A Senior Manager, Bunge Loders Croklaan

No longer does financial planning just sit with finance, it spans the entire organisation to deliver integrated, automated, streamlined, and accurate business planning, reporting and cross-department insight. This panel will discuss why planning and analysis needs to evolve and what xP&A involves with discussion points including:

  1. What is the fundamental difference between FP&A and XP&A, and why is the transition necessary in today’s business landscape?
  2. How can organizations align financial goals with other business metrics to drive growth and competitive advantage?
  3. How can emerging technologies such as AI and ML be leveraged to enhance the effectiveness of XP&A?
  4. What kind of skill sets and organizational structure is required to implement xP&A practises – are they different to those required for FP&A?
  5. How can XP&A contribute to strategic decision-making at both the operational and executive levels within an organization?

12:45 pm - 2:00 pm


General Session


2:00 pm - 3:00 pm

The Data challenge and the role it plays in transformation

Angelique Odendaal, Financial Director, ACT Commodities Group

How effectively are you leveraging technology and data analytics to improve your finance ops? The benefits of using data to inform decision-making and identify areas for cost savings are within your grasp, but without a skilled team behind you to dig into the data and sort through the noise to find the answers you will miss out on the opportunities to harness this information and build effective transformation.

Angelique will use her own career and experiences to provide insights and guidance for leaders looking to enhance their financial operations through tech and data-driven approaches.

Panel Discussion

2:30 pm - 3:00 pm

Business partnering: Empowering transformation

Moderator: Katekani Mabasi, Global M&A Senior Finance Lead-Philips International B.V, Philips

Michael Greve, Finance Director Operations EMEA a.i., Quaker Houghton
Joao Almeida, CFO: Hubs, A.P. Moller Maersk
Camille Eliseo, Finance Business Partner for Sustainability and New Projects, Decathlon
Ellen Dooms, CFO, Benelux, L’Oréal

Finance must have a close working relationship with all other areas of the organisation – this panel will discuss effective ways to foster that relationship, common challenges faced in the c-suite, and how to build a dynamic and agile business with finance leading from the front.


3:00 pm - 3:30 pm

Closing coffee

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Great leaders of organizations run after problems, make their footprint bigger than their foot, and always strive to find the truth — because you have to get to the truth to be excellent.

CFO, Twitter

The primary mandate of the CFO is to be the guardian of shareholder value for the company. Traditionally, this was about managing risk, but today CFOs are expected to balance risk and opportunity. It's become quite a quite multi-dimensional role.


Operating a global business in a fast-changing world, you have to be grounded real-time in the external environment, have complete transparency, be fact-based and working with a great, collaborative team.

CFO, Ford

With an increasingly integrated world economy, be prepared to respond to higher levels of both risk and opportunity. A strong balance sheet is a tremendous asset when managing though periods of volatility.

CFO, Chevron

From an M&A standpoint, the returns on a spreadsheet are interesting, but it is far more important to be comfortable with the people running the business.

CFO, Krogers

Look at what your organization needs and don't be afraid to take chances, but balance risk with success, only increasing the former when the latter goals are being met.

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