performance review: how to turn it into an F&A career growth opportunity

tl;dr / summary:

• stop being a passenger in your review; learn to lead the conversation with data.
• the "Brag Sheet" is your most powerful tool—a one-page summary of your quantifiable impact.
• write your self-evaluation to highlight strategic value, not just daily tasks.
• use your data-backed achievements as a logical foundation for pay and progression discussions.
• turn feedback (both good and bad) into a concrete action plan for your career growth.

In finance, we live by data. We build forecasts, models, and reports on hard evidence. So why do so many of us walk into an annual performance review relying on vague memories and gut feelings? When you're an F&A professional, you can't afford to leave your career progression to chance or someone else's opinion.

It's time to stop receiving your review and start leading it. This guide is your personal checklist to build a data-backed business case for yourself, take charge of the conversation, and turn your next review into a genuine career growth opportunity.

why you must lead your own performance review.

Waiting for your manager to remember that process you fixed in Q2 is a flawed strategy. They are managing budgets, forecasts, and (often) a large team. They simply won't recall every single one of your achievements.

Proactive employees stand out. In the structured, governance-focused culture of finance in the UK, taking accountability for your performance narrative isn't seen as arrogant; it's seen as demonstrating ownership and leadership.

The difference is simple:

• Being reviewed means listening to a summary of what your manager remembers.
• Being remembered means providing a clear, data-backed summary of what you achieved.

Taking ownership establishes your credibility and proves you are thinking strategically about your role and the wider business.

how to create your "brag sheet": the F&A edition.

This is your single most important piece of preparation. Your "Brag Sheet" is a concise, one-page document that moves beyond your job description (what you do) and focuses on your impact.

It’s the evidence file that supports your entire conversation. Your manager will appreciate the preparation, and it makes their job of advocating for you (for pay or promotion) much easier.

Here’s how to build it:

1. quantify your efficiencies. 

Finance teams live on deadlines and accuracy. Where did you save time or improve quality?

• Example: "Reduced the month-end close cycle from 5 days to 3.5 days by re-engineering the accrual process."
• Example: "Automated the bank reconciliation for three major accounts, saving approximately 8 hours of manual work per month."

2. highlight cost savings and controls. 

This is the language of the business. Where did you protect or save company money?

• Example: "Identified £22,000 in duplicate vendor payments during a routine pay run, which were successfully recovered."
• Example: "Led the internal audit preparation, resulting in zero material weaknesses and a 'Good' rating from the external auditors."

3. showcase your business partnering. 

How did your work help other departments? This demonstrates your strategic value beyond the finance function.

• Example: "Developed a new cost-centre dashboard in Power BI, giving the Marketing department real-time visibility of their campaign spend."
• Example: "Worked with Sales to rebuild the commission model, which improved forecast accuracy from 85% to 95%."

4. document your "above and beyond" projects. 

What did you do that wasn't on your job description?

• Example: "Volunteered to lead the team's transition to the new IFRS 17 reporting standard, including training two junior analysts."
• Example: "Mentored the new AP clerk, helping them get up to speed within 30 days instead of the usual 60."

write your self-evaluation like a leader.

Your self-evaluation is the opening argument in your business case. All too often, people fill this with a list of their daily duties ("I am responsible for...") This is a wasted opportunity.

Use your "Brag Sheet" data to write a narrative that demonstrates leadership and strategic alignment.

questions to shape your narrative.

• What did I deliver beyond expectations?
  • Weak Example: "I run the weekly sales report."
  • Strong Example: "I didn't just run the weekly sales report; I automated it, added variance analysis, and now present the 'why' behind the numbers to the sales director each Monday."
• How did I support the finance team’s strategic goals?
  • Weak Example: "I attended all the team meetings."
  • Strong Example: "The team's strategic goal was to 'improve controls.' I supported this by proactively documenting three key accounts receivable processes and identifying two control gaps, which we subsequently closed."
• Which skills or tools did I master this year?
  • Weak Example: "I use Excel a lot."
  • Strong Example: "I completed an advanced financial modelling course and applied it to build a new 3-year forecast model for the business, which has now replaced our old spreadsheet."

how to prepare for feedback and use it strategically.

A performance review isn't just about you presenting. It's a two-way conversation, and that includes receiving feedback. Whether it’s praise or criticism, your response matters.

• When you receive praise: accept it graciously. Then, connect it to your goals. "Thank you, I'm really proud of that project. I'd love to take on more work like that, perhaps leading the next system integration."
• When you receive constructive feedback: this is crucial. Do not get defensive. Listen, pause, and treat it as valuable data.
  1. Acknowledge and clarify: "Thank you for sharing that. I want to make sure I understand. Can you give me a specific example...?"
  2. Turn it into an action: "You're right. I'd like to set a professional development goal to work on my data storytelling skills. Would you support me taking...?"

This response shows maturity, accountability, and a commitment to continuous improvement—all hallmarks of a future leader.

how to lead the review conversation effectively

Now, you put it all together. You've sent your self-evaluation and "Brag Sheet" to your manager in advance. In the meeting, your goal is to pivot from the past to the future.

Shift the focus from “what I did” to “what I’m ready for.”

• Example: "As I outlined in my self-review, I've successfully automated the manual reconciliations, which has freed up about 20% of my time. I'm ready to use that capacity to take on the new system implementation project we discussed."
• Example: "Over the last year, my role has naturally evolved from pure accounting to include more FP&A work. I'd like to discuss what a formal path to a Senior Analyst role would look like."

Align your goals for the upcoming year with the company's strategy. This shows you're not just thinking about your own career, but about how your growth will help the business succeed.

connect your achievements to pay and progression.

This is the part that makes many people uncomfortable. But it shouldn't. If you've followed the steps above, this is no longer an emotional request; it's the logical conclusion to a data-driven conversation.

You have already presented your business case. Your "Brag Sheet" is your evidence of the value and ROI you've delivered.

• Use clear, evidence-based language: "Based on the £22,000 in cost recovery I managed, the 8 hours a-week efficiency I created, and the 'Good' audit rating I helped secure, I've demonstrated performance that exceeds the expectations of my current role."
• Make the direct connection: "Given this documented value and my readiness to take on [new responsibility], I'd like to discuss my compensation and my progression to [target role, e.g., Finance Manager]."

Your performance review is your personal brand presentation. By approaching it like a finance professional—with data, a clear narrative, and a forward-looking mindset—you transform it from a mandatory meeting into your most powerful career-growth opportunity of the year.

Your performance review is your story to tell. Own it.

FAQs.