Many companies do not give the right amount of attention to working capital management.

Most financial managers believe that developing a fundraising strategy based on an optimal capital structure following classical economic parameters is sufficient. The truth is these executives do not:

• implement metrics focused on working capital,
• employ the controls necessary for effective working capital management,
• or build a real culture of “cash” among the different departments of the company.

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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.

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This series of short videos is a great way to evaluate how to maximize your investment in CFO development.

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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:

1. Look beyond transactional activities
2. Help finance lead in data
3. Improve decision-making
4. Reimagine the finance operating model with new capabilities

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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.

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