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Governance & Controls – structure and controls.
Transaction Recording – systems, transaction processing and closing the books.
Reporting - efficient, timely and accurate information for decision making and meeting compliance requirements.
Business Planning - provide the financial roadmap for the company with supporting analytics.
Financial Forecasting - integrate the company’s current performance relative to budget with the real-time business environment.
Investment Analysis - the framework to analyze new opportunities as they present themselves.
Cash Management - the discipline to ensure cash is available to operate the business normally.
Funding - Planning for and raising funds to meet the needs of the business.
Risk Management – Identification and mitigation of key business risks.
Self-Awareness - Internal.
Team Building - External.
Strategy & Culture – Motivate people to follow you.
CFO.University is built around the Four Pillars of CFO Success. These Pillars are supported with Core Competencies. Our framework allows you to master your role as a senior financial officer. The Four Pillars are made up of:
Accounting – Governance & Controls, Transaction Recording and Reporting
Finance – Business Planning, Financial Forecasting and Investment Analysis
Treasury – Cash Management, Funding (Capital Raising) and Risk Management
Leadership – Self Awareness, Team Building and Strategy & Culture
The most up to date and relevant accounting, finance, treasury and leadership headlines all in one place.
Bringing the learning needs of our Member-Scholars directly in contact with thought leaders from CFO.UNIVERSITY Staff, Affiliates and other Member-Scholars.
Practical, real world subject matter that you can immediately convert to value for your company and your career is the basis for our CFO-centric learning model
Our Supply Chain Risk Assessment to gives you a quick take on how developed your Supply Chain Risk Management System is.
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Recently a group of local financial executives discussed the art of developing effective business performance measures. Participants agreed many key metrics used today are irrelevant in helping guide their business. Poorly chosen metrics waste corporate resources by diverting attention from important issues to less important or, worse yet, irrelevant ones. The group decided businesses should have a process in place to determine what metrics will be most effective. The following 6 step approach will help you create the best metrics for your business.
I started this note as a letter to our youngest daughter.
We had just finished an errand to fix her car. What a good feeling to check off one of our weekend to dos. A friend recently told her about a new coffee trailer nearby. We drove over to check it out. The parking lot with the trailer had a number of other “food carts” in it. They work like this. You park your car, walk up to order at one of the trailers and then your order will be delivered to your car. This order and delivery system combines Portland’s food cart chic with drive-in like service.
For many companies, the procurement department and the sales staff might as well speak different languages. After all, one group is busy buying new materials while the other is selling the finished product; their job descriptions are so different they might as well be housed in different ends of the building. This is a common error that blocks their ability to share knowledge.