Delivering on our budgets

Many of us are initiating or in the midst of budget season, including our National Government. This process concludes later in the year and sets the tone for our organization’s 2026. While I won’t deny the importance of financial knowledge in my role

- EJ QUA HIANSEN

I believe the true strength of a corporate budget lies not just in the numbers themselves but in its ability to turn vision into reality, driven by our collective efforts and shared purpose. Developing a solid budget isn’t just a financial task; it’s a strategic roadmap created with the very individuals who will bring it to life.

The process begins long before the first spreadsheet is opened. As the former US President said, “Don’t tell me what you value, show me your budget, and I’ll tell you what you value.” It requires a deep understanding of our organization’s strategic goals, market dynamics, and our people. We need to start with a clear vision of where we want to be in the next year, five years, and beyond. This involves working closely with the CEO, executive team, and department heads to define our strategic priorities, identify key growth opportunities, and assess potential risks. It’s a conversation, not a financial exercise done in isolation. At PHINMA, we hold kickoff meetings to share strategic objectives and key inputs that will influence every department’s plans.