Guest Contributor, Matt Kemp
Prior to 2020, the term SPAC was a seldom-used, rarely mentioned financial instrument that even the most seasoned professional investors had never run into. However, last year this unique financing vehicle exploded onto the scene and has become a mainstay of CNBC daytime debriefs and Nasdaq social media announcements. Let’s explore the SPAC and learn why a CFO of a privately-held company should understand its purpose.
This series of short videos is a great way to evaluate how to maximize your investment in CFO development.
McKinsey has published an interesting piece that merits the attention of finance leaders and professionals.
Their Finance 2030: Four Imperatives for the Next Decade1 include:
The planning (i.e., budgeting and forecasting) process for most organizations is long and tedious and occurs on an annual basis, at least. The annual planning cycle is simply not responsive enough to change for most organizations. In recent times, companies have moved to rolling forecasts and driver-based planning to improve forecast accuracy.
Organizations strategically manage 80% of their spending that frequently fall with roughly 20% of their suppliers. The other 20% of spending falls in tail spend category. Frequently this area is overlooked and have potential savings in the range of 10-40%. Dileep addresses how to tackle tail spend, common expense categories that make it up and same case studies to help you visualize the potential for tail spend savings at your company.
