Companies find themselves in “crisis” more often than we like to admit. Some crises are specific to our company. Some are specific to our industry. Others to the geography we operate in. And, some, like the pandemic we are currently experiencing, are global in nature. It doesn’t matter how specific or how broad the crisis, I believe CFOs have a critical role in navigating their company through the rough waters caused by the disruption.
Below is a list of resources to help you feel confident navigating in the current climate.
Whether you’re a new entrepreneur or the leader of a Fortune 500 company, doing business today presents universal business challenges. Managing the complications globalization, increasing regulation, new technology, a fast-moving economy and now a pandemic all require precision and expertise.
When most finance professionals hear the term “13 week cash forecast,” they view it as a burden—one more task to appease an overbearing lender. Most finance professionals do not get nearly as excited about building it as they do about building a projection model for an acquisition or investment.
During a crisis the role of the CFO carries an especially tough burden as our efforts to maintain cash flow, liquidity and even corporate viability, collide with the need to address the fears and anxieties caused by the pandemic.
I want to help you during these unprecedented times. If I can be of service to you please schedule time for us to talk.
It’s our way to give back to a finance community that has been so supportive of us over the past three years.
Good luck. We are here for you.
What does it take to create a strong governance and internal control environment? This 2 Part series discusses Risk Management and The 3 Pillars of Prevention.
The worst time to start planning for a crisis is when one is actually happening. A little foresight can mitigate the damage caused by economic turbulence, especially if companies use the right analytical tools. One such tool is a sensitivity analysis , also called a “what if” analysis.
Interactions with the Board of Directors can be intimidating for a first time CFO, or even an experienced CFO being introduced to a new Board. To help navigate the critical relationship between the CFO and their Board we interviewed four seasoned public company directors and received a treasure trove of information.
At the beginning of the year, we covered the creation of a Business Continuity Plan which prevents most issues from becoming disasters. But what if a disaster exceeds your capacity for immediate remediation? That is when your Disaster Recovery Plan is invaluable.
The coronavirus pandemic is expected to fundamentally change the way many organizations operate for the foreseeable future. As governments and businesses around the world tell those with symptoms to self-quarantine and everyone else to practice social distancing, remote work is our new reality.
It’s difficult to be a leader in times of change and even harder to be a leader in times of a pandemic because anxiety factors are even higher. The role of the CFO carries an especially tough burden as our efforts to maintain cash flow, liquidity and even, corporate viability, collide with the need to address the fears and anxieties caused by the pandemic.
Official page from the CDC with the latest COVID-19 updates.
What you can do to reduce the risk for you and others.
Contributor Eric Hart and our friends at NPI Technology Management share their tips on systems, security and tools that will make your remote workplace actually work and be secure.