Aug 20, 2026 · 31 min · 9 segments
In this conversation, Eric R. Alexander speaks with Paul Barnhurst about the evolving role of FP&A (financial planning and analysis) professionals, stewardship in financial leadership, and how finance…
Eric AlexanderHost
It's interesting, the start of your list though, you said curious, operational focus, and empathy.

I want to clarify though, often many of our people, especially outside of finance, will look at us and say, yes, you guys, you ladies really are pretty curious.

you're talking about possessing curiosity, not being the corporate oddball in the mix, right? Or maybe a little bit of
So one of the best answers I got, and I love the term, I was interviewing, I think it's Brian McGrath.
And what he said, he goes, the difference is some finance people will be curious just for the sake of learning it so they can be right or they can rebut or just, you know, you're curious because you want to know how to respond.
Because humble curiosity is you're honestly wanting to learn to better help them accomplish their goals.
And so I've used that sense because I really like that subtle distinction because we've all seen people that are kind of curious just to be right or to get the right answer or do what they need to.
And then there's a curious because I'm genuinely interested in helping the other person doing what's best for the business.

When I was at the bank and we'd gone from just doing analysis, FP&A activities off the edge of my desk when I had time

quietly starting to train somebody to help me with that, quietly because I had to be careful that there wasn't a perception of we're ramping up back office expense and overhead unduly.

Until finally we had leadership that understood, oh, there really is value add here.

It's interesting, the start of your list though, you said curious, operational focus, and empathy.

I want to clarify though, often many of our people, especially outside of finance, will look at us and say, yes, you guys, you ladies really are pretty curious.

you're talking about possessing curiosity, not being the corporate oddball in the mix, right? Or maybe a little bit of
So one of the best answers I got, and I love the term, I was interviewing, I think it's Brian McGrath.
And what he said, he goes, the difference is some finance people will be curious just for the sake of learning it so they can be right or they can rebut or just, you know, you're curious because you want to know how to respond.
Because humble curiosity is you're honestly wanting to learn to better help them accomplish their goals.
And so I've used that sense because I really like that subtle distinction because we've all seen people that are kind of curious just to be right or to get the right answer or do what they need to.
And then there's a curious because I'm genuinely interested in helping the other person doing what's best for the business.

When I was at the bank and we'd gone from just doing analysis, FP&A activities off the edge of my desk when I had time

quietly starting to train somebody to help me with that, quietly because I had to be careful that there wasn't a perception of we're ramping up back office expense and overhead unduly.

Until finally we had leadership that understood, oh, there really is value add here.
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