APAC FP&A Advisory Council

Members of this Council provide subject matter expertise and guidance on AFP products and services, developed for the corporate finance practitioner community in the Asia-Pacific region. The Council meet to share ideas, best practices, common challenges, network and gain insights into how FP&A is driving the future of finance. Members have significant experience in the FP&A profession and represent diversity across geography, industry, company size, structure, race and gender.

Narayanan Alaghappan

Country Controller and PAR Lead for Integrated Gas Businesses in Americas
Shell, India

Jason Ang

Vice President, Finance Transformation
Singapore Post Limited, Singapore

"Transformation speaks to three broad pillars: people, processes and technology. We need all three pillars to work in sync." Read more.

Raymond Cheung

Regional FP&A Transformation Lead
Inchcape plc, Hong Kong

Benjamin Chin

Managing Director, Singapore & Malaysia
ECCO, Singapore

"Are our goals aspirational enough? Are we on the right track? Are we devoting enough time and energy on the needle movers? Undoubtedly, it is ripe to take a step back from the busyness of transformation and refresh our perspective of the actual business." Read more.

Kelvin Chu, FPAC

Group Financial Controller
Sanford Limited, New Zealand

“FP&A is by nature a forward-looking discipline, and a primary focus of ESG is the future. As an FP&A and accounting professional, I believe I have role to play in helping my country shape and achieve its ESG objectives.” Read more.

Connagh Hopkins

Head of Function, Business Planning and Reporting
Western Power, Australia

"You're about the performance of the business as a whole, the KPIs, the PIs, the planning. If you narrow yourself down to just finance, people will misunderstand or maybe not come to you for all the things that we can actually offer the business." Read more.

Pankaj Kabra

Senior Vice President of Finance
Traveloka

"There isn't a faster way for you to get into the entrepreneurial mindset and see the way a business person thinks than FP&A." Read more.

Puneeta Kapoor, FPAC

Senior Finance Business Partner
Navitas, Australia

"Whether we call ourselves an FP&A function or a finance business partner varies. But to me, we’re there to consult with the business and to have a seat at the table. You don't want to be reactionary; you want a bit of skin in the game." Read more.

Claire Lu, FPAC

Manager, FP&A
Hologic, Australia

"The FP&A role is a perfect combination of both my personality and my degree. I am a very detail-oriented person, and like a private detective, I enjoy figuring out what is missing and solving the mystery." Read more.

Danny Shiu, FPAC, CTP, MOS

Consultant, Hong Kong

"While technology gives us access to more data, the spreadsheet is still an important platform for financial modeling. Technology is just like the refrigerator that has become more sophisticated and bigger so it can hold more and greater varieties of food. And yet we still use a pot to cook our food." Read more.

Johan Van Zyl, FPAC

Senior Vice President, Data and Process Automation COE Director
Marsh, Australia

"As FP&A, our responsibilities and our asks are going to increase because these tools have become easier. It is up to us to continuously drive our development and our learning, otherwise we are going to stagnate. If you want to move up and move on, put your shoulder to the wheel and develop." Read more.

Kevin Wong

Director of Finance, APAC
Blue Bottle Coffee, Hong Kong

"FP&A must work with everyone to get a sense of their vision. Sometimes it needs to reach a personal level to understand what teams envision for where they want to be. Building that perspective allows us to gauge how leaders want to management and grow the business." Read more.

Jeff Zielinski

Chief Financial Officer
Gusto Collective, Hong Kong

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