Understanding the Controller's Job

What you'll learn...
NCCE’s two-day seminar on Understanding the Controller’s Job: Technical and Leadership Skills for Today's Financial Professional will provide you with the tools you need to master all elements of the function and understand exactly the right balance required to help you succeed — and stay on the fast track to top management! You’ll learn to: Manage the critical aspects of budgeting, forecasting and financial analysis Stay abreast of and prepare your company for the latest FASB, IRS and SEC regulations Improve the efficiency of the traditional controller function so that it takes less of your time and leaves more time for business partnering Motivate and lead your team to higher productivity Become a proactive participant in your organization’s strategic planning process Plus, you’ll have the opportunity to participate in a confidential, anonymous Controller’s Salary Survey! Benchmark yourself and your staff against colleagues and peers in other companies nationwide!
Seminar Agenda
Overview of the Controller's Job	Major Controllership Functions The Controller's Position Within the Firm The Finance and Accounting Departments Small vs. Medium vs. Larger Organizations CFO/Treasurer/Financial VP vs. Controller Characteristics of Successful Controllers Education, Personal and Professional Qualifications Technical Capabilities Managerial and Leadership Style Social and Political Attributes Understanding and Using the Power of the Controllership Function Coordination with Outside CPA Firms
Technical Aspects of the Controller's Function - The Controller's Toolbox	The Corporate Accounting Cycle Understanding Strategic Planning and Becoming Part of the Top Management Team Formal, Systematic Planning Financial Aspects of the Strategic Plan Planning and Budgeting: Capital Budgeting, Budgeting for Revenues and Profits, Cash Management Using Historical Information for Planning Regression Analysis Scenario Planning and Sensitivity Analysis Actual vs. Plan and the Controller's Leadership Skills Capital Budgeting Presentations: A Subtle Key to Power Computerized Present Value Calculations Discounted Cash Flow (DCF) and Net Present Value (NPV) Internal Rate of Return (IRR) and Modified Internal Rate of Return (MIRR) Evaluating Capital Expenditure Proposals Payback and ROI; Manipulating ROI The Logic Behind Hurdle Rates Calculating Your Firm's Cost of Capital Calculating Return on Invested Capital Lease vs. Purchase and Capitalized Leases-FASB 13 on a Spreadsheet Using Economic Value Added (EVA) for Capital Expenditure Analysis Using the Statement of Cash Flows (FASB 95) Sources and Uses of Cash: Operations, Investing and Financing Controlling Cash and Management Decisions
Accounting Aspects of the Controller's Job	Management Reporting Systems How to Determine and Collect the Information Management Needs GAAP vs. Effective Reporting Systems Reporting and Presentation Techniques Ten Standard Financial Reports Typical Management Reports Manufacturing Entity Service Entity Tax-exempt Organization Sales and Marketing Reports External Reporting Preparing the Annual Report (Public or Private Firm) Required Sections Highlighting Footnotes and Management's Discussion and Analysis Required IRS Reports Income and Payroll Requirements Tax Considerations: Public vs. Private Companies IRS 'Red Flags' to Avoid Overview of SEC Requirements Working with Your Firm's Lawyers Working with the Investor Relations Department Working with Bankers; Lines of Credit Accounting Research Guidelines: Where to Look it Up Internal Control Ten Basic System Control Objectives Internal Auditing: Financial and Operational Using the Operational Audit as a Value Added Controllership Feature Controller's Role in a Fraud Audit
Automating for Increased Productivity	Four Types of Management Information Systems (MIS) Traditional: Accounting, Operations and Mgmt. Office Support Systems End-user Computing Systems Specialized: Engineering and Factory Evaluation of the Most Popular G/L Packages In-house System Development Establishing the Information Resource Center (IRC) in the Accounting Department: Protocols and Politics MIS and IT Control Parameters and Security
Leadership and the Controller's Path to Top Management	The Controller as Manager Five Keys to Effective Management Diagnostic Evaluation: 12 Key Areas; 48 Items That Can Block Your Path Eight Keys to Developing a Loyal, Effective Staff 15 Keys to Motivation Controller Salary Survey Effective Interaction with Your Boss 11 Elements of Effective Time Management Effective Communication Overcoming 'Kill the Messenger' Syndrome Selling Your Ideas to Upper Management Keys to Effective Staff Meetings
Future Trends for the Controller	The Controller as Value-added Business Partner Strategic Planning vs. Budgeting Financial Consulting vs. Number Crunching The Controller's Role in an IPO Understanding the Offering Process from Beginning to End Specific Roles for Your Management Team
CPE Credits...
This seminar is recommended for 16 hours of CPE, including 4 hours of Accounting and 12 hours of Management Advisory Services. The National Center for Continuing Education is registered with the National Association of State Boards of Accountancy (NASBA), as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Suite 700, Nashville, TN, 37219-2417. Visit the NASBA web site at www.nasba.org.
Who Should Attend?
Accountants and financial managers who need to understand all aspects of the controller’s function and want to make the critical jump from technician to corporate leader should plan to attend the seminar. Included in this group are controllers, assistant controllers, staff accountants, plant controllers, management accountants, chief accountants, budgeting and financial analysts, and internal auditors. This seminar is also ideal for accountants in public accounting who audit corporations and need to understand the controller’s function. This seminar is designed to teach staff accountants how to become controllers – and also to enable controllers to master the key skills they need to play a pivotal role in the organization’s decision-making team.
Seminar Prerequisites
Course Level: Overview. Prerequisite: None.
Instructor
Miles Hutchinson, CPA
In-house Presentations ...
If you have a group of 12 or more employees who need to learn the critical elements for success, NCCE’s customized training may be the cost-effective solution for your organization. Bring Understanding the Controller’s Job in-house and ensure that your staff possess all of the technical, managerial and leadership skills required to become effective controllers. Some of the organizations who have taken advantage of NCCE’s custom training include: Stanley Tools; US Small Business Administration; US Robotics; Aetna; Western Union and law firms such as Jones, Day, Reavis & Pogue; Weil, Gotshal & Manges; Irell & Manella; and King and Spalding. For more information or to schedule a custom in-house program, email NCCE at contact@nccetraining.com or telephone 800-635-9615. Back to top
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