MCC Newsroom

Most finance teams buy FP&A software the same way. They line up demos, score features, pick a winner, and sign. Six months later the tool works fine and the project still stalled. The platform is almost never why these projects fail. What decides the outcome is everything around the choice, and it is the part most buyers skip. There is an eight-point checklist at the end. First, why the platform is rarely the problem. What you are really buying when you buy FP&A software You

Picture a hotel finance office in the late 1970s. The president walks in with a simple question: "What happens to labor costs if we change our occupancy assumption by 5%?" To answer, William (now VP of Finance at Trump Hotels) had to pull out a physical, 13-column paper ledger, reach for his eraser, and manually recalculate every single cell, row by row, across every department. One column for the account. Twelve for each month. One for the annual total. "You can imagine what

For most high-growth companies, financial planning follows a predictable, painful lifecycle. In the early days, a scrappy system of Excel sheets works just fine. One person owns the model, everyone knows where the file lives, and the process holds together through sheer familiarity. But as complexity compounds, more business entities, volatile market changes, shifting headcount, new revenue lines, those fragmented spreadsheets begin to fracture. The friction point in mid-mark

Every growing company eventually hits a hidden bottleneck: its own finance function. It does not announce itself loudly. It surfaces during a high-stakes week. A founder or CFO is reviewing a forecast ahead of a crucial board meeting and realizes the data is already outdated. Multiple versions of the same model are circulating across Slack threads and inboxes, and the team is spending more time debating which spreadsheet has the correct formula than actually analyzing the bus