Turn The Page!  What Our CFOLC Members Are Reading Recently our CFO Leadership Council members were asked by a peer via our online members-only forum CFO Connect "What materials are you currently reading that you find impactful to your role as finance leaders?"  The quick response was so phenomenal that we wanted to share the list.  Looking for something new to read that inspire you to take strategy and leadership to a new level?  Here's 40+ recommendations from valued finance leaders in our CFOLC community. Special thanks to Aaron Pullin, CFO NS1 and NYC Chapter member for posing this invaluable

Surviving Today’s Technology Complexity, One CAO’s True Story Requirements in the back office have grown exponentially while reporting deadlines remain fixed. New accounting standards, ASC606 and ASC 842, and new business models, such as the subscription economy and IoT, are driving this change.  Technology is the answer, but the game has changed significantly.   The “Cloud” was to provide new benefits but brings new challenges.  Instead of delivering insight to leadership, finance teams are forced to direct time to overcome these technology challenges. Old models for automating no longer apply, and finance leaders must embrace new approaches to avoid significant risks to the business. Tom Zauli, SVP & General Manager, Softrax will facilitate an insightful discussion with special guest speaker, Michael Smith, Chief Accounting Officer, Tyler Technologies at our 9th annual CFO Leadership Conference. (Pillar #5 – Technology, Disruption & Change ~ Tuesday, May 14th @ 10:40am).

A CFOs Imperative - Putting Your Controller In Control   It’s well-known that today’s CFO must be strategic to succeed.  But, what about their financial controller? Much like the CFO of ten years ago, today’s controller must buck the stereotype of an introverted number-cruncher. For CFOs to be strategic, their controller needs to evolve into a business-savvy and tech-savvy leader. They must provide insightful information, both financial and non-financial, about business operations. When this is realized, the quality of decision making to reduce risks and improve outcomes is greatly heightened. Unfortunately, many of today’s controllers aren’t “game day” ready for this new

During the last decade or more, the business world has officially moved into a new and exciting digital age. With intelligent or “extreme” automation on the forefront of many company’s agendas, CFOs have to be prepared for this shift that has already begun taking place. Ash Noah, CPA, CGMA, from the Association of International Certified Professional Accountants connects with CFOs globally to understand the changing role of finance. He recently spoke to us about how technology coupled with competency can fuel business agility and the success of finance as a whole. Why Agility? So what can CFOs and their teams

Divide & Conquer An excerpt from the book The Transition Game, written by CFOLC member Greg Olney. For more information on Olney, scroll down. The “Divide & Conquer” strategy can be a good thing if you’re talking about an algorithm set in recursion to divide a problem into sub-problems. A big problem can be answered in an expeditious fashion this way. But when the “Divide & Conquer” approach is used on right relationships, it’s seldom good. Most of the time, people in positions of power will use this technique to stay in power by using: Meaninglessness – When people in

Coming up on December 11th in our NYC chapter, we are holding a discussion that I know will be quite interesting – the topic is on The Indispensable CFO.  This title made me think to myself, what does a CFO ( or financial executive headed toward this position) have to do to be recognized as indispensable; how does one develop h/herself to be Indispensable in this current culture? While CFO’s across all organizations demonstrate strong financial acumen and functional expertise, the most successful CFO’s acknowledge the need to leverage competencies beyond financial oversight that align with the tenets of their organization’s strategy,