In most companies, budget season is a predictable exercise in "incrementalism," taking last year’s numbers and adding a 5% bump. But what happens when leadership drops a bomb and says, "This year, we start from zero"?

In this episode of Corporate Finance Explained on FinPod, we explore Zero-Based Budgeting (ZBB), a high-stakes financial framework in which every dollar must earn its right to exist. We unpack the mechanics of ZBB, the "Save to Grow" mindset, and the cautionary tales of companies that saved themselves into obsolescence.

ZBB vs. Traditional Budgeting: The Logic Flip

The fundamental difference between ZBB and the status quo is a shift in perspective:

• Traditional Budgeting: Asks, "How much more or less do we need than last year?" It is comfortable, based on precedent, and often hides "historical entitlement."
• Zero-Based Budgeting: Asks, "If we were building this function from scratch today, what would we actually fund?" It treats every expense as discretionary and requires a strategic justification for every line item.

The Mechanics: Decision Packages and Tiered Funding

The core engine of a successful ZBB program is the Decision Package. Rather than funding a department, leadership funds specific activities using a three-tiered approach:

• Minimum Level: The "keep the lights on" spend. The bare minimum required for operations and regulatory compliance.
• Current Level: Business-as-usual spending.
• Enhanced Level: Discretionary funding for innovation, R&D, and new customer acquisition.

This framework allows leadership to make strategic trade-offs. For example, funding a "minimum" level for administration to prioritize "enhanced" funding for revenue-driving marketing.

Case Studies: The Scalpel vs. The Axe

• Kraft Heinz (The Warning): Following a 2015 merger, the company applied a "ruthless" ZBB model. While margins shot up instantly, they cut too deeply into R&D and brand-building. The result was massive brand erosion and billions in write-downs.
• Unilever (The Blueprint): In response to market pressure, Unilever adopted a "Save to Grow" ZBB model. They targeted specific SG&A categories but "ring-fenced" strategic areas like innovation. Savings were immediately reinvested in the business, proving that ZBB can be a tool for growth, not just austerity.

The Role of FP&A: From Scorekeeper to Architect

Without a strong Financial Planning & Analysis (FP&A) team, ZBB is just a spreadsheet exercise. In a ZBB environment, FP&A professionals must:

• Define Cost Drivers: Moving away from "last year's bill" to metrics like transaction volume or headcount.
• Assign Ownership: Ensuring the person who owns the activity is the one defending the spend.
• Differentiate Costs: Protecting "Change the Business" costs (future investments) from being swallowed by "Run the Business" costs (daily operations).

In corporate development and finance, the excitement of an acquisition often masks the underlying risks. Financial Due Diligence (FDD) is the structured investigation into a company’s total financial health. It is the crucial "forensic" step that moves a deal from celebration to investigation, determining whether a transaction is a winning strategy or a multi-billion dollar mistake.

The 5 Pillars of Financial Due Diligence

To assess risk and validate value, finance teams focus on five critical areas in the financial data room:

1. Quality of Earnings (QoE)

This is the bedrock of FDD. It separates "accounting profits" from repeatable, sustainable core performance. Teams look for Normalization Adjustments, stripping away one-time legal settlements or non-market salaries to find the true Adjusted EBITDA.

2. Revenue and Customer Analysis

High revenue numbers can be deceiving. Analysts dig into:

• Customer Concentration Risk: If one customer accounts for 40% of revenue, the valuation must be discounted due to instability.
• Churn Rates: Understanding why customers leave and how long they stay.
• Revenue Quality: Differentiating between recurring contracts and one-time projects.

3. Working Capital and Cash Flow Health

This pillar determines if paper profits convert to usable cash. Red flags include:

• Accounts Receivable Aging: Customers paying slower and slower, masking potential bad debt.
• Inventory Turnover: Massive buildups that suck cash out of the business without guaranteed future sales.

4. Debt and Off-Balance Sheet Items

Lurking "landmines" can blow up deal economics. Analysts search for:

• Pending litigation or unknown tax exposures.
• Underfunded pension liabilities.
• Environmental cleanup costs.

5. Forecast Assessment

Every target company presents a "conservative" growth story. FDD stress-tests these assumptions by modeling the unit economics (e.g., Customer Acquisition Cost vs. Lifetime Value) and building conservative "downside" scenarios.

The Role of FP&A: The Bridge to Integration

If you are in FP&A, your role is pivotal. You are the bridge between historical numbers and the forward-looking plan. Your team must:

• Tear apart growth claims: If a company claims 20% growth, what is the required hiring plan and CapEx?
• Scrutinize Synergies: Cost synergies (office closures) are reliable; revenue synergies (cross-selling) are highly speculative and should be heavily discounted in models.

Final Strategic Thought

FDD is not a box-checking exercise; it is the firewall that protects shareholder value. Master it by prioritizing the Quality of Earnings and never letting deal enthusiasm override forensic investigation.

Hayley Rosenlund’s career is a masterclass in navigating the high-pressure world of Capital Markets while maintaining personal integrity. From her early days at the LSE to leading sales teams in London and Paris, and eventually transitioning to executive coaching, her journey offers profound lessons on resilience, the "producer" mindset, and the evolving landscape of global finance.

In this episode of Careers in Finance on FinPod, we explore the grit required to move from a support role to a top producer, the financial reality of the gender pay gap, and how to redefine success when your values shift.

Navigating the Capital Markets Career Path

Hayley spent over a decade at RBC Capital Markets, specializing in fixed income sales. Her progression highlights the mental toughness required to thrive on a trading floor.

• The Shift to "Producer": Moving from a graduate role to a producer is one of the most significant hurdles in finance. Hayley explains that success in sales isn't just about "pitching hard," it relies on active listening and authenticity. Understanding a client's balance sheet and liquidity needs requires letting them speak first.
• The Impact of Automation & AI: Hayley witnessed the transition from voice-negotiated trades to Electronic and Portfolio Trading. With banks now executing massive blocks of risk (sometimes over €1 billion in a single trade), the role of the salesperson has moved from pure relationship management to complex execution expertise.

The Financial Reality of Gender Parity

As a vocal advocate for gender equality in finance, Hayley provides a candid look at why women often drop out before reaching senior leadership, despite equal hiring at the entry level.

• Structural Changes Needed: To narrow the gender pay gap, Hayley argues for a shift toward Parental Leave (rather than just maternity leave) to level the playing field for hiring managers. She also highlights the need for dedicated mentorship to help women navigate mid-career inflections.

Success Redefined: The "90-Year-Old" Framework

The transition from a high-earning banking role to executive coaching was driven by a realignment of core values. Hayley shares a powerful construct for anyone considering a career pivot: The 90-Year-Old Question. Imagine yourself at 90 looking back at your life. What would make you feel proud? What contribution did you make? This focus on purpose over "self-image" is what allowed her to step away from the corporate ladder to focus on human-centric leadership and narrowing the gender gap.