Moving from Controller to CFO

• Leadership Styles, Ethics and Situational Leadership
• Corporate Accountability: What the CEO and Board Expect from the CFO
• Cultivating Accounting/Financial Talent: Core Values; Core Competencies
• Developing Effective Accounting Managers and Controllers

• Job Function, Company Size and Organizational Chart
• Career Path; Compensation Structures
• Auditor to CFO and Sarbanes-Oxley Restrictions

• Understanding the Strategic Planning Process
  • Goals, Mission Statement and the CFO
  • Internal v. External Growth
  • S.W.O.T. Analysis: Core Competencies; Financial Analysis; Competitive and Trend Analysis; Resources
  • Strategic Planning Models: (1) Goal Specific; (2) Course Correcting; (3) Other
• How to Write a Business Plan that Prompts “Buy-in”
  • Executive Summary: Goals and Objectives
  • Company History; Detailed Objectives; Management Team
  • Description of Service or Product
  • Marketing Potential; Marketing Strategy; Competitors
  • Three to Five Year Financial Projections and Required Capital
  • Understanding Exit Strategies
  • Software for Business Planning

• Understanding the Investment Banking Process and Alternatives
  • Services and Sizes
  • What the I-Banker Expects from the CFO
• Evaluating Your Firm’s Value Drivers
  • Key Elements
  • Matching Sources to Value Drivers
• Overview of Financing Alternatives
• Debt Financing
  • Pros and Cons
  • Typical Debt Structures: Subordinated, Bridge, Secured, Asset Based, etc.
  • Mezzanine (Hybrid) Financing
• Equity Funding
  • Pros and Cons
  • Venture Capital, Private Placements and Exempt Offerings (Reg. D)
  • Strategic Alliances and Minority Equity Investments
  • Going Public
    • Overview of IPO Procedures
    • Venture Backed IPOs
• Resources – Where to Obtain Funding

• Accounts Receivable and Collections Best Practices
  • Credit and Collection Policy to Guarantee Payment
  • Credit Card Payment Systems to Reduce Problems
  • Safely Using the Internet for Customer Payments
  • Lockboxes; Pay-on-receipt Systems
• Accounts Payable Best Practices
  • On line purchase requisition systems
  • Web Based supplier catalogs
  • EDI and Advance Shipment Notifications
  • EFT Settlements; Two-way Matching
  • Safely Eliminating Multiple Approvals; Manual Checks and Multiple Copies
  • Corporate P Cards: Pros and Cons
  • Eliminate 50% of Corporate Transactions
  • Setting Scopes and Control Procedures
  • Outsourcing Payables: Transaction Engines; Sources; Cost/Benefits
• Inventory Best Practices
  • Cycle Counting for Improved Performance and Control
  • Techniques to Minimize DSI but Always Meet Customer Demand
• Cash and Liquidity Management Best Practices
  • Projection Techniques and Software
  • Short-term Funding for the Operating Cycle; Investing the Surplus

• Understanding Outsourcing
  • Business Process Outsourcing and Transaction Engines
  • The Economics of Offshore Outsourcing: India as a Back-office Operation
  • Finance & Accounting Opportunities: Payroll; Payables; Invoicing, More!
  • Human Resource and IT Opportunities (Overview)
  • Suppliers, Contacts and References
• Rightsizing the Finance and Accounting Department
  • Excessive Staffing: Metrics for Analysis
  • Shared Services Opportunities
  • System Complexity and Overemphasis on Transaction Processing
  • Web Enabled Finance Applications for Automatic Entries

• Estimates and Simplified Allocations
• Soft Monthly Closing Cycle Process
• Centralized Account Maintenance
• High Materiality Level for AJEs
• Software and Examples

• Overview of Sarbanes-Oxley Act: Sections I through XI
  • Overview of Certification and Enhanced Disclosure Requirements
  • Overview of Section 404
  • Audit Committee Qualifications and Responsibilities
• What’s Expected from the CFO by the: (1) CEO; (2) Board of Directors and (3) Audit Committee
• Corporate Officer’s Required Code of Conduct
• Why Great Corporate Ethics Are a Strategic Advantage

• Measuring Financial Performance
  • Efficiency Metrics
  • Profitability Metrics
• Measuring Non-financial Performance
  • Measuring Customer Satisfaction
  • Establishing Efficiency Metrics
  • Measuring Return on Customer
• Understanding Customer Relationship
  • Management Metrics
  • Cost/Benefit Analysis
  • Using the 80-20 Rule

• Six Keys to Leadership
• Situational Leadership
• Evaluating the Controller — Is There a Lack of Organizational Impact?
• How to “Brand” Yourself and Maximize Your Value
• How to Develop Talent in Your Department from the Bottom Up
  • Core Values to Develop
  • Core Competencies to Develop
• How to Get that Open CFO Job

• Corporate, divisional and plant controllers and their staff
• Chief accountants, budget directors, internal auditors and staff accountants
• Financial analysts, VPs and Managers of Finance
• Auditors and Consultants who have corporate clients

• Miles Hutchinson, CPA

If you have a group of 12 or more employees who need to learn How To Transform Your Finance and Accounting Department into a Best-Practices Operation and also learn Leadership Skills for a CFO then NCCE’s customized training is the cost effective solution for your for your organization. Bring this seminar in-house to transform your finance and accounting department into a world-class operation. Custom programs can be tailored for 4, 8, 12 or 16-hour presentations for any of NCCE’s financial seminars.

NCCE in-house seminar clients include: Hewlett-Packard, Oracle, Harley-Davidson, Deloitte & Touche, General Mills, the US Small Business Administration and law firms such as Weil, Gotshal and Manges, and King & Spalding.

For more information or to schedule a custom in-house program, e-mail NCCE at contact@nccetraining.com or telephone 800-635-9615.

Back to top