CFOs Leading Growth Part I: Growth with Offense and Defense

The US Bank report* recapping their annual survey of senior finance leaders, Leading the Return to Growth, concludes CFOs are getting better at,

  • Balancing conflicting priorities
  • Controlling costs
  • Investing in new technology
  • Mitigating risks
  • Improving customer experiences

But the report also states CFOs have a long way to go, and they’ll need new skills to meet their objectives. This is where CFO.University can help.

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Thinking Like a Data Person: Strategies for Better Decision-Making

Today data is no longer used for just operations and compliance; it is the driving force behind company’s strategy and performance. To leverage data for improved business performance, employees must think like a “Data Person” - a Data Scientist or a Decision scientist. But who exactly is a Data Person and how can one become a Data Person? A Data Person is someone who thinks critically, interprets data, and applies insights to drive decisions and results—whether in business, research, or everyday problem-solving. They don’t just collect or analyze data; they ask the right questions, challenge assumptions, transform data into actionable insights, and collaborate with relevant stakeholders to implement and improve business performance. In this regard, here is my 10-step process on how to become a “Data Person”.

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Why Your Business Needs A Strategic CFO





















The career track of CFOs often takes them through the roles of accountant and analyst; then to controller, finance manager or treasurer. They earn well-deserved reputations for being diligent expense watchdogs, budget analyzers and cash managers; but it is a significant transition moving from controller, FP&A director or treasurer to the CFO role. This is especially true today, when nearly all CFOs are expected to play a large strategic role at their company.

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