Inbal Orbach is the Vice President, Global Head of FP&A at Lonza, where she leads financial strategy and execution for one of the world’s top suppliers to the pharmaceutical and biotechnology industries.

In this interview, Inbal discusses her approach to driving performance and innovation within her team, the role of AI alongside human expertise, and Lonza’s efforts to support women in Finance.

What are the key strategies you implement to drive performance within your FP&A team?

To drive performance, I set clear objectives aligned with the company's broader goals, maintaining a unified direction. Data-driven decision-making is central, supported by robust data analysis. Regular performance reviews help us stay on track and make necessary adjustments.

Leveraging the Lonza Engine enhances operational efficiency, strengthens customer proximity, and drives sustainable value creation. Maintaining close collaboration with the business ensures transparency, enabling swift risk identification and mitigation.

What performance metrics do you consider most critical for FP&A, and how do you ensure your team stays aligned with these metrics?

Critical metrics include budget variance, forecast accuracy, cost efficiency, and revenue growth.

To ensure alignment, I communicate these metrics clearly and integrate them into performance evaluations. Regular check-ins help track progress and maintain focus. Operational efficiency and customer proximity are key components of our performance framework.

How do you ensure effective collaboration between FP&A and other departments to support overall business performance?

Collaboration is fostered through regular interdepartmental meetings to discuss financial performance and upcoming projects. Open communication channels encourage transparency and information sharing. Integrating planning processes and forming cross-functional teams ensures diverse perspectives. The organizational structure, including Integrated Biologics and Advanced Synthesis, further enhances operational efficiency and customer proximity.

What initiatives do you have in place to develop and retain top talent within your FP&A team?

Talent development is a priority, achieved through professional training, mentorship, and career pathing. Recognizing outstanding performance is key, alongside offering hands-on learning experiences, such as job shadowing and complex projects.

Lonza’s Finance Academy provides a structured training calendar, a Finance Competency Framework, and easy access to training resources, ensuring clear career pathways and growth opportunities.

What future trends do you see in AI and machine learning in FP&A, and how are you preparing to leverage them?

AI’s potential in financial processes is actively explored through investments in advanced AI tools and team training. A commitment to innovation ensures staying ahead by continuously integrating emerging technologies.

Recent pilot programs have demonstrated a significant reduction in manual reporting efforts, allowing the team to focus on higher-value strategic activities.

How do you balance AI and machine learning with human expertise in FP&A?

AI excels in data processing and pattern recognition, while human expertise is essential for strategic decision-making. The team is trained to interpret AI-generated insights, ensuring accuracy and relevance.

Ethical considerations are paramount, and guidelines are established to maintain transparency and trust.

By combining AI-driven financial modeling with human judgment, we aim to improve forecasting precision while maintaining strategic oversight.

How do you foster a culture of innovation and continuous improvement within your FP&A team?

A culture of innovation is encouraged by promoting experimentation and learning from failures. Open idea forums and continuous learning opportunities keep the team updated on industry trends. Recognizing and rewarding innovative thinking is crucial. Innovation is embedded in strategic priorities to drive continuous improvement.

A recent initiative allowed team members to propose automation ideas, leading to the successful implementation of a new leadership performance dashboard, reducing slide preparation time, and allowing faster data and insights generation.

What role do mentorship and sponsorship play in advancing women's careers in Finance? Have you had mentors or sponsors who impacted your career?

Mentorship and sponsorship have provided me with guidance, advocacy, and opportunities. Offering the same support to others is a priority. Lonza promotes structured mentorship programs and diversity initiatives to promote career advancement for women in Finance.

I have personally benefited from a sponsor who advocated for my leadership development, which directly influenced my career progression.

How do you manage work-life balance, and what advice would you give to other women in Finance?

Work-life balance requires prioritization, time management, and setting boundaries. My advice is to prioritize wellbeing, seek support, and establish clear work-life boundaries.

One effective practice is leveraging technology to improve efficiency, allowing for better time management and ensuring critical tasks are completed within work hours.

Are there initiatives supporting women in Finance? Can you share some success stories?

Lonza runs several initiatives to support women in Finance, including mentorship programs, networking events, and diversity committees. These initiatives have enabled many women to advance to senior leadership, fostering inclusivity and collaboration within the organization. Our commitment remains strong in ensuring a supportive and equitable environment for all.

Thank you to Inbal for speaking to Meriel Graham, Director in our Finance & Accoutancy recruitment team in Switzerland.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment.