- CFO Talk: The CEO/CFO Relationship with Tom Burke - Transcript
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- Tom Burke, a serial CEO in the pharmaceutical space, shares his experience with senior financial leaders and how their role and their relationship with the CEO has changed during his career. Speaking from experience, here is one of Tom’s messages to CFOs, “I have been in companies where the CFO is referred to as the brakes, the brakes on the organization. I don’t think that’s in their best interest, number one, and two, that’s not really their role. Their role is to determine how best to work in a given situation. So, as the CEO’s partner, it’s important the CFO inform the CEO and leadership group about potential challenges. But I think it’s much more important the CFO is consider how ways we can make it work.” Learn more from Tom on how CFOs can create value by partnering with their CEOs in this CFO Talk: The CEO/CFO Relationship. Enjoy, Learn. Engage. Grow.
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Take Assessment Watch Video- Little’s Law (LL)
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- “LL states that the long-term average number of customers in a stable system L is equal to the long-term average effective arrival rate, λ, multiplied by the average time a customer spends in the system, W. Expressed algebraically, LL appears quite simple: L = λ W
- Why Every Business Should Build Weekly Cash Flow Forecasts
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- 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. It doesn’t help that companies generally tend not to focus on their liquidity needs until they are forced to do so. Therefore, people often only prioritize the weekly cash forecasts in distressed situations, when it is too late to take corrective actions. And even still, the analysis is often hastily executed and inaccurate.
Governance & Controls – structure and controls.
Transaction Recording – systems, transaction processing and closing the books.
Reporting - efficient, timely and accurate information for decision making and meeting compliance requirements.
Accounting
Business Planning - provide the financial roadmap for the company with supporting analytics.
Financial Forecasting - integrate the company’s current performance relative to budget with the real-time business environment.
Investment Analysis - the framework to analyze new opportunities as they present themselves.
Finance
Cash Management - the discipline to ensure cash is available to operate the business normally.
Funding - Planning for and raising funds to meet the needs of the business.
Risk Management – Identification and mitigation of key business risks.
Treasury
Self-Awareness - Internal.
Team Building - External.
Strategy & Culture – Motivate people to follow you.
Leadership
Four Pillars of Executive Expertise
CFO.University is built around the Four Pillars of CFO Success. These Pillars are supported with Core Competencies. Our framework allows you to master your role as a senior financial officer. The Four Pillars are made up of:
Accounting – Governance & Controls, Transaction Recording and Reporting
Finance – Business Planning, Financial Forecasting and Investment Analysis
Treasury – Cash Management, Funding (Capital Raising) and Risk Management
Leadership – Self Awareness, Team Building and Strategy & Culture
