Description

The role of financial professionals has and continues to change in organizations. The stereotype of collecting and reporting data has been replaced by a broader vision, which focuses on improving an organization’s results today and preparing it for the future. This brief program offers specific actions that can be implemented by financial personnel to expand their role through improving their organization. The actions and techniques provided build upon and improve activities that exist in many organizations (measuring, budgeting, hiring, risk management, etc.), as well as providing insights into capital allocation, cash management, valuation techniques, variables that influence capacity levels, M&A activity and actions to increase efficiency and innovation. Updated to include the impact of regulations, additional examples of M&A, alliances and strategic spin-offs/splits, methods to improve efficiency from existing activities, the impact of COVID-19, as well as current organizational changes employed to manage and accelerate growth.

Instructor: Tony La Russo, BA, MBA, CMA

Target Audience

Public, private and non-profit organizations and their members -- CFOs, CEOs, controllers, auditors, and managers

Course Objectives

Provide an overview of the expanded role of financial professionals

Gain knowledge in a diverse range of activities

Explore analytical valuation techniques that are useful over a board range of events

Understand the potential value of improving existing practices and/or implementing missing ones

Recognize immediate actions that can result in measurable benefits to an organization

Identify specific areas for further exploration 

Subjects

Changing Role of Financial Professionals:

Priorities

Change in mission

Valued-added actions

Strategic Measurements:

Common errors and guidelines for improvement

Balanced scorecard

Strategy development and implementation

Budgeting basics and next steps

Risk Management:

Recent lessons, including Black Swan events

Defining Enterprise Risk Management (ERM)

Implementation

Developing a Financial Leadership Pipeline:

Changing employment environment

Retaining the right employees

Compensation

Hiring process

Capital Projects:

Types of projects

Factors affecting capacity

Valuation techniques

Cash management

M&A Activity:

Current environment

Controller’s role

Strategic questions

Sample transactions

Due diligence

Implementation

Introducing Improvements/Innovation:

Getting started

Establishing an environment

Potential first projects

Organizational structure

Prerequisites

Experience and/or exposure to financial management