Build a Leadership Team That Operates with the Financial Logic Executives Trust

Finance as a Second Language® (FSL®) equips your leadership team with financial logic customized to your business – so their decisions align with executive expectations and improve financial results.
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  • $14.7M

Average ROI per graduate

  • 4500+

Leaders Trained

  • 95%

Net Promoter Score

Your Leadership Challenge

Your leadership team excels in their first language – operations, product, technology, HR. As roles expand, executive conversations rely on a second language: financial logic. Without it, decisions rely on instinct instead of disciplined reasoning. Finance as a Second Language® (FSL®) removes this friction. A common financial language turns instinct into insight — and insight into better outcomes.
• As organizations scale, leaders must evaluate tradeoffs across functions, time horizons, and capital.

• Without a shared financial logic, conversations drift toward opinion or urgency instead of value.

• Financial fluency gives leadership teams a disciplined way to compare options using the same logic executives rely on.

“I come from a science background, and this course helped me understand the financial terms I hear and use, but didn’t fully appreciate. What’s important for anyone in a managerial role is being able to understand how their work relates to the value generated for the company — and to articulate it in terms people above you will fully appreciate.”
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Sara Kenkare Mitra, SVP, R&D, Genentech

Why Financial Fluency Matters

Leaders excel in their first language — operations, product, technology, HR.
As roles expand, senior conversations increasingly rely on a second language: financial logic.
Without it, decisions rely on instinct instead of disciplined reasoning.
Finance as a Second Language® removes this friction.
A common financial language turns instinct into insight — and insight into better outcomes.

• As organizations scale, leaders must evaluate tradeoffs across functions, time horizons, and capital.

• Without a shared financial logic, conversations drift toward opinion or urgency instead of value.

• Financial fluency gives leadership teams a disciplined way to compare options using the same logic executives rely on.

“I come from a science background, and this course helped me understand the financial terms I hear and use, but didn’t fully appreciate. What’s important for anyone in a managerial role is being able to understand how their work relates to the value generated for the company — and to articulate it in terms people above you will fully appreciate”
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Sara Kenkare Mitra, SVP, R&D, Genentech

Why FSL® Outperforms Traditional Finance Programs

Finance as a Second Language® (FSL®) is taught inside your actual business — not generic case studies.

Leaders learn financial logic through their own:

  • P&Ls
  • dashboards
  • metrics
  • decisions

This creates a shared executive language, sharper accountability, and a consistent operating rhythm.

• Your actual financial statements, KPIs, and decision context are embedded into the program.

• Leaders work through real tradeoffs they face, so learning transfers immediately into meetings, planning, and executive communication.

“At Longs, we needed directors and senior leaders to truly understand how we make money and create value. Toshi’s customized program delivered that capability. It strengthened day-to-day decision-making, improved accountability, and significantly increased cross-functional collaboration. I recommend it to any organization seeking stronger leadership discipline.”
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Steve McCann, EVP/CFO, Longs Drugs

How FSL® Builds Executive Level Capability That Lasts

Designed for use – not theory.
Reinforced in real meetings and decisions.
Adopted as a shared reasoning framework.

The capability shows up naturally in:
– how leaders think
– how they communicate
– how they decide

Long after the program ends.

• A consistent executive reasoning framework is reinforced across real leadership conversations.

• Over time, this becomes the default way teams prioritize, evaluate tradeoffs, and communicate performance — not something they “remember” from training.

“Probably the most valuable and surprising thing about the course is it's very practical. It's not so much the tactical, how you do finance; it's more about how to think strategically and how to create value in the company. If you had a lot of people in the same company thinking the same way, approaching value the same way, I think that would be incredibly powerful.”
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Mark Howard, VP Engineering Solutions, Emerson Process Management

Who FSL® Is Designed For

Finance as a Second Language® (FSL®) is designed for leaders who must communicate with executives, influence decisions, or drive cross-functional work. Ideal for:
  • Directors, senior managers, and VPs who present to executives
  • Leaders in operations, product, technology, marketing, HR, and strategy
  • High-potential talent preparing for broader responsibility
  • P&L leaders needing to connect priorities to value and outcomes

My Corporate Clients and Graduates

“So my first language is marketing, and I’ve always hated finance. But in my new role, it’s very much relevant and necessary. I’ve learned how to get into the conversation more, and not sit on the sidelines, to connect the dots, and not have people speak over me. I need to speak the language so I can be heard. And when you get to this level, you have to speak the language of finance — yet there’s a real gap in how many people are prepared to do that effectively.”
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Debbie Green, General Manager, GTECH Corporation

Deep Dive Into​

The Logic Behind the Language

Financial fluency isn’t vocabulary – it’s reasoning. This article explores how leaders shift from reporting activity to communicating insight, and why that shift dramatically improves credibility and decision quality.

Read More →

The Logic Behind the Language: Alignment, Analysis, Accountability (AAA Framework™)

Most non-financial leaders believe their challenge lies in understanding financial terminology. They assume that if they could memorize terms like NPV, cash flow, or EBITDA, they would feel confident in senior conversations…

Read More →

Inside the Executive Principles That Shape Financially Fluent Leaders

Behind every high-functioning leadership culture is an invisible architecture – an executive operating system that shapes how decisions are made, how performance is evaluated, and how leaders communicate…

Read More →

Deep Dive Into​

The Logic Behind the Language

Financial fluency isn’t vocabulary – it’s reasoning. This article explores how leaders shift from reporting activity to communicating insight, and why that shift dramatically improves credibility and decision quality.

Read More →

The Logic Behind the Language: Alignment, Analysis, Accountability (AAA Framework™)

Most non-financial leaders believe their challenge lies in understanding financial terminology. They assume that if they could memorize terms like NPV, cash flow, or EBITDA, they would feel confident in senior conversations…

Read More →

Inside the Executive Principles That Shape Financially Fluent Leaders

Behind every high-functioning leadership culture is an invisible architecture – an executive operating system that shapes how decisions are made, how performance is evaluated, and how leaders communicate…

Read More →

Who's the FSL® Architect

See Detailed Bio →

Toshi Shibano’s work draws from nearly three decades of executive education and corporate leadership systems, focused on how senior leaders actually learn — through real decisions, real tradeoffs, and real accountability.

 

Academic & Thought Leadership

  • PhD, Stanford University School of Business
  • MBA, UC Berkeley School of Business
  • Professor at Stanford, Berkeley, Columbia, Chicago (28 years)

Executive & Corporate Leadership Development

  • Faculty, GE Advanced Financial Management Program (21 years)
  • Faculty Director, Berkeley Executive Education — Finance as a Second Language® (22 years)
  • Global Leadership Reach: 4,500+ executives trained, 22 countries, 6 continents


• For nearly three decades, I’ve helped leaders without formal finance backgrounds make sense of financial logic in a way that feels human, intuitive, and practical.

• My work focuses on how senior leaders actually learn – by connecting financial concepts to real decisions, real trade-offs, and real work.

• I meet leaders where they are, regardless of function or background, and help them build the confidence, clarity, and fluency required to participate credibly in executive conversations.

• The goal isn’t to turn leaders into finance experts – it’s to help them think, speak, and lead using the financial logic executives trust.

“I really believe that Toshi is a wonderful instructor. He makes this very dry topic of finance a really fun experience. He is very outgoing, very open, and very passionate about what he does, and he combines theory with real-life examples. It’s never boring. Speaking the language of finance is really crucial for me personally, and even more importantly, for the entire organization.”
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Stefan Haupt, CEO & Managing Director, MCB Deutschland GmbH

Executive Due Diligence

Is this training or a strategic investment?

FSL® is a leadership operating upgrade. Organizations use it to improve how leaders evaluate priorities, allocate resources, and communicate performance – not to teach accounting. It changes how decisions are made across the organization.

“What positively impressed me with this course is the focus on C-suite financial language instead of classical accounting language. It’s not about learning formulas – it’s about understanding how senior leaders think about value and trade-offs.”
— Nicolai Eckert, Partner, PA Consulting Group

FSL® improves decision quality, cross-functional alignment, and capital efficiency. Leaders connect their work to value, compare options with discipline, and communicate insight instead of activity — producing faster, better-aligned execution.

“The projects that do get funded are a function of stakeholders being able to articulate the impact in a meaningful way, that shows the overall economic impact to the company. Having a common language around projects and investments would really accelerate decision-making.”
— Paxton Cooper, SVP, Global Head of Product, Zendesk

Directors, VPs, P&L owners, and high-potential leaders who must justify decisions, compete for resources, and align teams across functions — especially those without formal finance backgrounds.

“I was looking for a program where I could complement what I think is a very strong operational background. Finance is something that I’d always been around, but I really didn’t understand it. This program helped me see how that conversation could be very different than what it’s been in the past, and it gave me a different sense going back to work.”
— Sandra Stelling, Managing Director, Customer Experience, Alaska Airlines

No. FSL® is built for leaders whose expertise is in operations, technology, product, marketing, HR, and strategy. It teaches the logic behind financial decisions — not formulas or accounting.

“I’m a technologist with a PhD, and I came into this having no formal training in finance. It was always a little bit intimidating to me. What I really liked about this course is the way Toshi presents the material and he does it in a way that makes sense very quickly.
.”
— Jeff Hebb, VP, Laser Product Marketing, Ultratech

Your actual P&L, KPIs, dashboards, and strategic priorities are embedded into the program. Leaders learn financial fluency through your numbers — not generic case studies.

“Looking at our financials brings up a lot of questions in terms of why decisions were made. What this program helped me do was understand what was really driving those decisions in our business, not in theory but in practice. Using our own numbers made it much clearer how priorities were set and how trade-offs were evaluated.”
— Ellen Berg, GM & Chief Science Officer, BioSeek

FSL® is reinforced through real meetings, decisions, and reporting. A consistent executive reasoning framework becomes the default way leaders think, communicate, and evaluate trade-offs.

“Making sure that we all speak the same language and have the same way of measuring value has a huge impact on how we collaborate and create value.”
— Tobias Lehtipalo. Senior Director, Program Management, TIBCO Software

Most organizations see improvement in how leaders present, prioritize, and communicate within the first few modules — with benefits compounding as more teams adopt the shared language.

“Before I would gloss over financial conversations. Now I can follow along and even contribute.”
— Lauren Kelley, Strategic Partner Manager, Google

FSL® is designed for senior leaders. Sessions are focused, applied, and immediately useful — so time invested directly improves the quality of the work they are already doing.

“I can now understand finance presentations in board meetings and make much more informed decisions.”
— Bruce Larson, VP, Integrated Circuit Development, Finally Light Bulbs

A short conversation to understand your leadership priorities and determine the best structure for your organization.

“I’ve already recommended this program across my organization.”
— Lori Melancon, Senior Director, Corporate Affairs, Onyx Pharmaceuticals

Let’s Talk

Build the Leadership Team Executives Trust

If you lead a team that must align priorities, justify decisions, and operate with financial discipline, Finance as a Second Language® was built for you.

  • Clearer executive conversations
  • More credible recommendations
  • Better-aligned decisions

If you want a leadership team that communicates with clarity and earns senior-level confidence, let’s talk about how FSL® can be customized for your organization.

Schedule a Conversation

“I’ve already recommended this program across my organization. When everyone has a common language, a common understanding, and a common set of tools, it becomes much easier to communicate and collaborate. That leads to better decision making, better forecasting, and better outcomes for the organization. I would absolutely recommend this program to peers and to leadership.”
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Lori Melancon, Senior Director Corporate Affairs, Onyx Pharmaceuticals

© Executive Financial Literacy, Inc. 2026

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© Executive Financial Literacy, Inc. 2026

Terms of Use | Privacy Policy

Why Financial Fluency Is a Core Leadership Advantage

Most leaders rise in their careers because they excel in their first language – engineering, operations, product, marketing, HR. They know how to deliver results, develop people, solve complex problems, and manage day-to-day performance. But as their responsibilities expand, a subtle shift occurs: the conversations around them begin happening in a second language – the language of value, performance, and cash.

Some leaders adapt naturally. Others start to feel a gap – not in capability, but in translation. They can describe the work, but not always the financial impact of the work. They can explain their priorities, but not always the economic logic behind those priorities. This isn’t because they are weak leaders. It is because they were never taught the logic senior leaders use to evaluate decisions.

This is where financial fluency – the core outcome of the Finance as a Second Language® (FSL®) Program – becomes a competitive advantage.

“Toshi brings a rare combination of global experience and disciplined financial thinking. His frameworks are practical, rigorous, and immediately useful. Leaders at every level benefit from the clarity and business logic he teaches. It’s the kind of capability that improves alignment and decision-making across an entire organization.”
Watch video
Nicolai Eckert, Partner, PA Consulting Group

Financial Fluency Is Not Accounting - It’s Executive Communication

One of the biggest misconceptions is that financial fluency requires accounting expertise. It doesn’t. Senior leaders are not debating debits and credits in strategic meetings. They are evaluating value creation, return on investment, levers of performance, and cash impact.

Financial fluency is the ability to translate your work into the logic executives use to make decisions.

Inside the FSL® Program, leaders are taught this logic through the AAA Framework™ – the reasoning pattern behind how executives think. The framework is not the program itself; it is the thinking model that FSL® uses to make financial logic visible and practical.

When leaders begin to understand this logic – not just the terms, but the reasoning behind the terms – their communication changes instantly.

The Cost of Not Being Fluent

When leaders lack financial fluency, predictable patterns emerge:

  • Explanations sound tactical rather than strategic
  • Strong ideas lose momentum because the financial case is unclear
  • Cross-functional alignment breaks down
  • Leaders feel confident in their work, but not in how to communicate it

This has nothing to do with capability. It has everything to do with fluency

Three Leadership Advantages of Financial Fluency

1. Clearer, More Strategic Communication

Leaders who understand executive logic begin to speak in terms that matter:

  • How this creates value
  • What drivers are affected
  • What alternatives were considered
  • Why this choice is strongest

AAA™ reinforces clarity and alignment.

Three Leadership Advantages of Financial Fluency

2. Greater Influence in Senior Meetings

Executives make decisions based on logic, trade-offs, and expected returns. Fluent leaders gain influence not by talking more, but by speaking the language leaders already use.

Three Leadership Advantages of Financial Fluency

3. A Broader Enterprise Perspective

Fluency allows leaders to see how all parts of the business connect:

  • Operations and working capital
  • Pricing and margins
  • Staffing and cash
  • Investments and value

FSL® and AAA™ shift leaders from functional operators to enterprise thinkers.

A Simple Example of the Shift

Before fluency:
“We need to hire two more people.”

After fluency:
“We evaluated three approaches. The recommended option protects margin, supports growth, and pays back in six months.”

Same work. Different credibility.

Immediate, Practical Career Impact

Leaders consistently report:

  • Shorter, clearer conversations
  • Less resistance to proposals
  • Better cross-functional collaboration
  • More engagement from senior leaders

Financial Fluency Is Now a Leadership Requirement

Organizations expect leaders at all levels to:

  • Frame decisions through value
  • Explain returns
  • Anticipate constraints
  • Communicate impact

FSL® builds the fluency. AAA™ provides the logic.

“Toshi brings a rare combination of global experience and disciplined financial thinking. His frameworks are practical, rigorous, and immediately useful. Leaders at every level benefit from the clarity and business logic he teaches. It’s the kind of capability that improves alignment and decision-making across an entire organization.”
Watch video
Nicolai Eckert, Partner, PA Consulting Group

Close

The Logic Behind the Language: Alignment, Analysis, Accountability (AAA Framework™)

Most non-financial leaders believe their challenge lies in understanding financial terminology. They assume that if they could memorize terms like NPV, cash flow, or EBITDA, they would feel confident in senior conversations.

But vocabulary is not the barrier.

The barrier is not knowing the logic behind the vocabulary.

Senior leaders evaluate decisions through a reasoning pattern that is remarkably consistent. Once leaders learn this logic, conversations become far clearer and more predictable. In the FSL® Program, this logic is taught through the AAA Framework™ – Alignment, Analysis, and Accountability.

AAA™ is not a theory. It is the thinking pattern behind financially fluent leadership.
FSL® is the program that teaches leaders how to apply it.

“Toshi brings a rare combination of global experience and disciplined financial thinking. His frameworks are practical, rigorous, and immediately useful. Leaders at every level benefit from the clarity and business logic he teaches. It’s the kind of capability that improves alignment and decision-making across an entire organization.”
Watch video
Nicolai Eckert, Partner, PA Consulting Group

Alignment - “Why this? Why now?”

Every strategic conversation begins with alignment. Leaders must connect their work to:

  • Value creation
  • Strategic priorities
  • Enterprise constraints
  • Financial drivers

Without alignment, ideas feel disconnected and tactical. With alignment, the relevance becomes obvious.

Analysis - “What are our options, and why this one?”

After alignment, executives shift to evaluation. Analysis is not simply building spreadsheets – it is a disciplined comparison of alternatives, trade-offs, benefits, timing, and risks.

Leaders who master this step demonstrate judgment, not just expertise.

Accountability - “What happened? Why? What’s next?”

Executives expect concise, structured reporting.

They want to know:

  • What happened
  • Why it happened
  • What happens next

This structure eliminates ambiguity, builds trust, and keeps conversations focused.

AAA Turns Financial Communication Into a Thinking System

Once leaders internalize AAA™, it becomes a natural way to think:

  • Is this aligned?
  • Have I compared alternatives?
  • Can I explain what happened and what comes next?

AAA™ gives structure to decisions, presentations, and conversations.

Before and After AAA

Before:
Conversations feel unpredictable. Leaders worry about financial questions.

After:
Conversations feel structured. Leaders anticipate the logic behind each question. Executives engage more quickly because the reasoning is clear.

A Universal Framework Across Every Function

AAA™ applies across all roles:

  • HR leaders planning investments
  • Product managers evaluating roadmaps
  • Operations leaders improving working capital
  • Marketing leaders requesting budget
  • Supply chain leaders explaining variance
  • Finance partners coaching alignment

It is the shared operating logic of senior leadership.

“Toshi brings a rare combination of global experience and disciplined financial thinking. His frameworks are practical, rigorous, and immediately useful. Leaders at every level benefit from the clarity and business logic he teaches. It’s the kind of capability that improves alignment and decision-making across an entire organization.”
Watch video
Nicolai Eckert, Partner, PA Consulting Group

Close

Inside the Executive Principles That Shape Financially Fluent Leaders

Behind every high-functioning leadership culture is an invisible architecture – an executive operating system that shapes how decisions are made, how performance is evaluated, and how leaders communicate. Most non-financial leaders never learn this system directly. They absorb pieces of it over time, but without knowing the full logic behind it, conversations can feel unclear or unpredictable.

The AAA Framework™ brings this operating logic to the surface.
The FSL® Program teaches leaders how to use it in real decisions.

AAA™ traces its roots to world-class leadership environments, including GE’s disciplined approach to financial rigor, accountability, and value creation. GE’s system produced leaders known for their clarity, disciplined thinking, and precision in communication. AAA™ distills the essence of that discipline and makes it accessible to leaders in any organization.

“Toshi brings a rare combination of global experience and disciplined financial thinking. His frameworks are practical, rigorous, and immediately useful. Leaders at every level benefit from the clarity and business logic he teaches. It’s the kind of capability that improves alignment and decision-making across an entire organization.”
Watch video
Nicolai Eckert, Partner, PA Consulting Group

Principle 1: Value Connection

Executives expect leaders to understand and explain how their work creates value.

This requires clarity on:

  • How decisions influence revenue, margin, cost, or cash
  • How initiatives support broader strategy
  • How choices move the business forward

Leaders who demonstrate this connection are seen as strategic rather than tactical.

AAA™ formalizes this through Alignment.

Principle 2: Decision Logic

Senior-level decision-making is about comparing alternatives and assessing trade-offs.

Effective leaders must be able to:

  • Compare options
  • Quantify benefits and risks
  • Consider timing
  • Explain the trade-offs driving their recommendation

AAA™ formalizes this through Analysis, giving leaders a consistent structure.

Principle 3: Performance Discipline

Executives don’t want lengthy explanations. They want clarity.

Effective reporting answers three questions:

  • What happened
  • Why it happened
  • What happens next

This structure helps leaders communicate results with precision and confidence.

AAA™ embeds this discipline through Accountability.

Example: Principles in Action

Imagine an operations leader explaining a spike in working capital.

Without executive principles, the explanation sounds uncertain and overly technical.

With AAA™ thinking:

“Our goal is to improve cash conversion (alignment). The spike came from three drivers – supplier delay, demand variability, and system timing (analysis). We have corrected two drivers and will mitigate the third in Q1 (accountability).”

  • Same person
  • Same data
  • Sharper credibility

Why These Principles Matter More Today

Organizations today move fast and face tighter constraints.

Leaders must:

  • Make better decisions with fewer resources
  • Communicate clearly across functions
  • Connect work to financial and strategic outcomes
  • Demonstrate accountability in real time
  • Financial fluency is no longer optional.

AAA™ provides the logic behind it.

What Leaders Experience After Learning AAA™ Through FSL®

Three shifts occur quickly:

  1. Conversations become easier.
    Leaders recognize the logic behind questions.
  2. Presentations become sharper.
    Ideas are framed the way senior leaders already think.
  3. Decision-making improves.
    Trade-offs are clearer. Choices are more defensible.

AAA™ Creates Leaders Who Can Operate at the Enterprise Level. FSL® Makes It Learnable.

Financial fluency is not about turning leaders into accountants. It is about giving them the reasoning structure senior leaders rely on for clarity, credibility, and influence.

AAA™ provides the logic.
FSL® provides the path to mastery.

“Toshi brings a rare combination of global experience and disciplined financial thinking. His frameworks are practical, rigorous, and immediately useful. Leaders at every level benefit from the clarity and business logic he teaches. It’s the kind of capability that improves alignment and decision-making across an entire organization.”
Watch video
Nicolai Eckert, Partner, PA Consulting Group

Close

Toshi Shibano, PhD
Architect of Finance as a Second Language®

My Why: Helping Leaders Think, Speak, and Lead Through Value

I believe organizations become stronger, faster, and more aligned when every leader—not just finance—can think, speak, and lead through the logic of value. My “why” is simple: I want capable, high-performing leaders to feel confident and credible in senior conversations, not held back by a language they were never taught. I design programs that close that gap.

“This program finally gave me the financial language to explain my work’s value in senior conversations. I went from being unsure to confidently influencing decisions that shape our business.”
— Anthony Murray, Design Director, Levi Strauss

Financial fluency is not about debits and credits—it is executive communication: connecting decisions to value, comparing alternatives with rigor, and explaining performance with clarity. This belief shapes the Finance as a Second Language® (FSL®) Program and guides every leadership experience I create.

“This course surprised me with how practical it was. It wasn’t about formulas—it was about learning to communicate decisions and value exactly the way senior executives think and speak.” — Mark Howard, VP Engineering Solutions, Emerson Process Management

My academic foundation includes an MBA from UC Berkeley and a PhD from Stanford University. Over a 28-year span, I taught finance, strategy, and decision logic at top-ten business schools including Berkeley, Chicago, Stanford, and Columbia—work that informs both the rigor and relevance of my corporate programs.

“Toshi explains complex concepts with clarity and discipline. He connects high-level strategy with detailed financial logic in a way that makes rigorous ideas immediately usable in real decisions.” — Erin Busse, Corporate Strategy Analyst, Cubic Corporation

I have taught thousands of executives across six continents and 22 countries, including 21 years teaching GE’s renowned financial operating system to global leadership teams. GE’s disciplined approach to value creation, decision logic, and accountability heavily influences the frameworks I use today.

“You can tell he’s taught leaders around the world. His examples are real and relevant, and he brings a disciplined, global perspective that makes the frameworks incredibly powerful.” — Nicolai Eckert, Partner, PA Consulting Group

As founder of my executive development practice, I partner with global organizations to develop directors, senior managers, VPs, general managers, product leaders, operations heads, HR executives, and P&L owners seeking to elevate their strategic influence.

“Working with Toshi immediately elevated how I think and communicate. His frameworks helped me operate with a broader enterprise mindset and contribute far more strategically across the business.” — Lori Melancon, Senior Director Corporate Affairs, Onyx Pharmaceuticals

I now serve as the architect and lead instructor of Finance as a Second Language®, helping non-financial leaders build the clarity, confidence, and executive presence required to participate fully—and credibly—in the decisions that shape their organizations.

“FSL changed how I prepare and present decisions. My communication became clearer and more strategic, and I now speak the financial language executives expect in high-stakes discussions.” — Molly Fischer, Strategic OEM/ISV Platform Alliances, ServiceNow

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