FP&A Function – Paramount+

Building a High-Performing FP&A Function for Paramount+ International Expansion

Key Outcomes

• Exclusive mandate based on 10+ year partnership
• Interim FP&A lead installed to build function from zero
• FP&A framework established and retained for 2 years
• 3 Senior FP&A Directors appointed to lead major cost centres
• End-to-end FP&A capability embedded across multiple divisions
• Majority of interim leaders still retained nearly two years later
• Service model used: Unify

Client Context

Paramount+ was preparing for international expansion of its streaming platform, a capital-intensive, KPI-sensitive growth phase in a fiercely competitive global market.

This was a strategic inflection point:

• Significant upfront content and platform investment
• Complex revenue forecasting across subscription models
• Market-by-market performance tracking requirements
• Board and parent-level scrutiny on subscriber growth and margin trajectory

In streaming, forecasting precision directly influences investment confidence. The finance function needed to evolve at pace.

The Business Problem

The CFO required a high-calibre interim FP&A leader with proven streaming industry expertise to build a best-in-class forecasting and performance infrastructure from the ground up.

The structural gaps were clear:

• No scalable FP&A architecture to support international rollout
• KPI frameworks not yet aligned to streaming economics
• Limited visibility across cost centres during high cash-burn phase
• Need to balance speed of launch with financial control

Risk if unresolved:
Inaccurate forecasting, misaligned content investment, weak KPI governance, and erosion of board confidence during a globally visible launch.

Why the Market Was Difficult

• Streaming-experienced FP&A leaders are rare and highly competed
• Interim talent with both technical depth and sector nuance is scarce
• The environment required both strategic design and hands-on build capability
• Cultural alignment within a global entertainment brand was non-negotiable

This demanded sector fluency, not generic FP&A capability.

The Capability Required

✔ Proven streaming or subscription-economy experience
✔ Expertise in revenue forecasting and subscriber modelling
✔ Ability to build FP&A frameworks from inception
✔ Experience defining reporting structures across multiple divisions
✔ Leadership capability to recruit and develop senior teams
✔ Cultural credibility to partner with global executives

Our Strategic Approach

Phase 1 – Installing the Financial Architect (Elevate Model)

Given our decade-long relationship, we were exclusively engaged to deliver this appointment.

We reframed the mandate around outcome:

• Design the FP&A operating model
• Define KPI architecture aligned to streaming economics
• Establish reporting governance
• Build the team structure required for scale

A high-impact interim industry specialist was identified and deployed rapidly.

This leader:

• Built the FP&A foundation from the ground up
• Defined functional requirements and reporting structures
• Created the initial FP&A team
• Aligned forecasting with strategic growth objectives

Result: The interim was retained for two years, guiding the business through a critical expansion period.

Phase 2 – Scaling the FP&A Leadership Bench

Following the success of the initial build, the brief evolved.

Paramount+ required three Senior FP&A Directors to lead major cost centres and construct their own high-performing teams.

The challenge:
Balancing deep technical modelling capability with executive-level influence and cultural alignment.

We executed a targeted, sector-informed search to secure leaders capable of:

• Owning complex cost bases
• Driving best-practice FP&A processes
• Embedding financial accountability across divisions
• Scaling teams under international growth pressure

All three Directors were successfully appointed.

The Impact

Immediate (0–3 Months)

• Structured FP&A framework aligned to launch strategy
• Clear KPI architecture supporting subscriber growth tracking
• Improved forecasting visibility for senior leadership
• Strengthened board confidence during launch phase

Strategic (6–24 Months)

• Embedded FP&A leadership across key divisions
• Cohesive teams driving financial discipline and insight
• Sustainable forecasting infrastructure supporting international markets
• Majority of interim leaders retained nearly two years later

The function evolved from reactive reporting to proactive commercial steering.

Why This Matters

International launches fail quietly in finance before they fail publicly in market.

In subscription-led models, forecasting accuracy, KPI governance and cost discipline are not support functions but enterprise risk controls.

If your business is entering a capital-intensive growth phase, the question is simple: Is your FP&A function reporting history or engineering the future?