Linda Alescio is a senior finance leader at Vanguard Australia, serving as Head of Financial Planning Analysis and Corporate Accounting. She is based in Melbourne, Victoria, and plays a key role in financial planning, forecasting and reporting for the firm’s Australian operations. Her work supports strategic decision making and financial oversight within Vanguard’s financial services business.

In an exclusive interview with Financial Services Review APAC she shared her invaluable insights on the industry, the prevailing challenges as well as the possible solutions.

Aligning Financial Planning With Long-Term Investment Strategy

In financial services, planning isn’t just about numbers, it’s about confidence. I’ve learned that aligning investment strategy with regulatory expectations means building a framework that flexes under pressure. That’s why we use multi-year forecasting models with stress tests and risk-weighted metrics, they’re our safety net when volatility hits.

Last year, for example, scenario modelling helped us pivot quickly during an unexpected regulatory change. It wasn’t just a spreadsheet exercise; it was a real-world test of resilience. By combining bottom-up forecasts with top-down risk overlays, we keep long-term objectives aligned with cost discipline and operational realities. This approach doesn’t just tick compliance boxes, it gives us the confidence to invest boldly, even when the landscape shifts.

Driving Cost Transparency and Value Through FP&A

For me, cost transparency isn’t about numbers, it’s about telling the story behind the numbers. FP&A plays a central role in making that story clear. We build cost-to-serve models and dashboards that go beyond categorisation to show true value: how each supplier, contract, and sourcing decision impacts financial outcomes and risk posture. One example that stands out: when we introduced category-level insights into a major sourcing review, it completely changed the conversation. Suddenly, decisions weren’t just about price, they were about strategic value and risk. That shift enabled smarter buying, stronger negotiations, and a culture where supply-side investments are tied directly to value drivers, not legacy behaviours.

Using Data and Scenarios to Manage Uncertainty

Uncertainty is the new normal in financial services, and scenario planning is our way of staying ahead of it. I often say it’s like rehearsing for a dance recital, you run through every possible scene so you’re ready when the curtain rises. We use integrated data platforms to build models that stress-test performance under different futures, from currency swings to regulatory curveballs.

Balancing Supplier Value, Risk, and Compliance

The most effective strategy? Treat suppliers as partners, not just an expense. We’ve built a holistic framework that balances commercial value with resilience and compliance. That means segmentation, scorecards, and embedding risk assessments into sourcing cycles, but also early engagement across Finance, ESM, risk teams and our business partners. During a recent renewal, we brought stakeholders together early to align on service quality and innovation potential, not just cost. The result was a contract that delivered value from day one and strengthened the relationship. For me, that’s the sweet spot, ‘disciplined yet collaborative’, so we never compromise on risk or compliance while still driving value.

FP&A’s Shift From Reporting to Strategic Partner

FP&A is no longer the team that just “runs the numbers”, we’re becoming the team that shapes the conversation. Automation now handles routine reporting, freeing us to focus on insights and influence. I’ve seen the impact when FP&A professionals sit inside business channels as strategic advisers, it changes the dynamic completely. In my view, that’s the future! Elevating analytical capability, improving data literacy, and embracing agile planning so FP&A becomes a catalyst for innovation and continuous improvement. We’re not just reporting outcomes anymore; we’re helping create them.