FPAC Profile: It Was Always About What the Numbers Could Unlock 

For Mohd Khairul Nizam Samingon, FPAC, FP&A was always about one thing: understanding what the numbers could unlock.

His journey into the profession began with a strong academic foundation, earning a Bachelor's Degree in Actuarial Science, followed by a Master's in Financial Economics. Together, those disciplines sharpened his analytical thinking and financial modeling skills, which helped him land his first FP&A role as an Assistant Finance Manager at Twin Rivers Technologies in Boston.

“That role was the starting point of my FP&A career,” said Samingon. “It allowed me to apply theory in real business situations and understand how analysis supports decision-making.”

Early mentorship also played a defining role. Working closely with both the CFO and his manager at Twin Rivers, Samingon learned how financial analysis must align with strategic objectives — a lesson that continues to shape how he approaches FP&A today.

“They emphasized that FP&A isn't just about reporting results,” he said. “It's about making sure financial insights are directly tied to where the business is going.”

What keeps him engaged in the field is the opportunity to translate complexity into clarity. “FP&A connects finance with strategy,” said Samingon. “I enjoy turning complex financial data into actionable insights that help shape business decisions. It's rewarding to see how planning and analysis can directly influence growth and efficiency.”

His academic background may have laid the groundwork, but it was hands-on experience — from budgeting and forecasting to variance analysis across industries — that helped him fully develop his FP&A skill set. Earning the FPAC certification later validated that expertise and reinforced the best practices he uses today.

Partnering, planning and driving change

Now a Deputy Manager at the Employees Provident Fund (EPF) Malaysia, Samingon's role blends technical rigor with strategic collaboration. His day-to-day work centers on three core areas: business partnering, variance analysis and strategic initiatives.

“A big part of my role is working closely with department heads to integrate financial insights into strategy,” he said. “FP&A is most effective when finance is part of the conversation early.”

He also focuses heavily on variance analysis, identifying trends and explaining deviations from the plan so leaders understand not just what happened, but why. “Those insights help guide better decisions going forward,” he said.

Strategic initiatives round out his responsibilities, from cost-benefit analysis to process improvement efforts that strengthen organizational performance. Success in the role, he noted, requires more than technical skill.

“You need agility in managing stakeholders, strong analytical capabilities, advanced Excel and financial modeling skills — but just as important is the ability to communicate insights clearly,” said Samingon.

One ongoing challenge is balancing cost optimization with growth initiatives. His approach relies on detailed analysis paired with close collaboration across the business. “I use variance analysis and scenario planning to identify efficiency opportunities while working closely with business units to ensure we don't compromise strategic goals,” he said.

Among his proudest accomplishments is leading EPF's Finance Target Operating Model (TOM) project — a major initiative focused on improving processes, technology and people capabilities. “That project was about setting finance up for long-term success,” he said. “It strengthened how we operate and how we deliver value as a function.”

Building what's next

Looking to the future, Samingon is focused on staying ahead of the profession's rapid evolution. In a technology-driven environment, he sees AI as an important next frontier for FP&A.

“I want to continue learning about AI-driven forecasting, so I can stay ahead in FP&A innovation,” he said. “Technology will play a bigger role in how we analyze and plan moving forward.”

Longer term, his goal is to operate at the highest levels of the organization, using FP&A insights to shape enterprise strategy. At the same time, he remains committed to helping others grow.

“I want to actively mentor my peers and encourage them to pursue the FPAC credential to accelerate their career advancement,” said Samingon.

That commitment to professional development is what led him to the FPAC certification himself. Because the credential is globally recognized and focused specifically on real-world FP&A skills, he saw it as a natural step.

“I decided to pursue the FPAC to validate my expertise and strengthen my career prospects,” he said. “It's very practical and aligned with what FP&A professionals actually do.”

In preparing for the certification, Samingon combined formal instruction through Noesis with independent study using the AFP Learning System, including practice exams and study groups. “My day-to-day work in budgeting and forecasting really helped reinforce the concepts,” he said.

The impact has been tangible. “The FPAC has boosted my credibility as an FP&A professional, opened doors to leadership roles and given me confidence in applying global standards to my work,” he said.

For others considering the path, his advice is clear: “I would recommend the FPAC to anyone who wants specialized knowledge for strategic financial leadership,” Samingon said. “It provides a structured framework for FP&A excellence.”