October 12, 2023 | Chicago, IL

A Knowledge Exchange Program for Corporate Finance Leaders


Discussion based gathering of CFOs, Treasurers, and SVPs/VPs of Finance from the largest enterprises in North America


Participate in 4-5 hour long discussion groups, selected from over 20 topic-specific options that fit your priorities and challenges

Each group will have 12-16 financial executives in attendance and will be led by a Fortune 1000 CFO

Opportunity to identify leading vendors that match your current and future planned initiatives through networking engagements



The CFO Strategy Meeting is s discussion based gathering on Finance leaders from the largest 2000 public and private companies in North America. The event is invite only and attended strictly by CFOs, Treasurers and SVPs/VPs of various Finance responsibilities.


Why is it unique? As opposed to a traditional conference setting with a speaker-audience format, the discussion group environment demands group participation which leads to a sharing of ideas and solutions at multiple levels of implementation.



Each CFO is engages with 2-3 vendors on average through networking introductions. Engagements are based solely on mutual interest and a pre-event evaluation process.


The Evolving Role of the CFO
  • More strategically-focused, more value-focused, more future-focused
  • Shift from historical capabilities reporting, performance management and investor relationships to turning data into insight and turning insight into foresight
  • Key role for business transformation – has to be both fiduciary and visionary
  • Collaboration across all areas of the business
ESG: Environmental, Social and Governance
  • How will CFOs calculate an organization’s footprint?
  • How to align sustainability efforts with financial priorities and tell a cohesive story to stakeholders
  • Determine the timing of implementation
  • Compliance with emerging reporting requirements
Getting and Retaining Talent in Our New World
  • What kind of talent is now required – different skills, more business acumen, more insight, more forward-looking capabilities
  • Most people are not looking for transaction type of work – has to be interesting/challenging/rewarding; knowledge workers – move from doers to thinkers
  • People want to move quickly in their careers – need to set out plans, milestones
  • Competitive salary, along with competitive benefits are not enough – people want to work for a business that has purpose and is socially responsible
Getting Corporate Cost Growth Under Control
  • Improving visibility into the breakdown of corporate costs
  • Need to set benchmarks and extend accountability to departmental and divisional levels
  • Understanding how to position the organization vis-à-vis issue such as ESG (e.g., how will wthat affect the T&E Policy)?
  • Budgets and forecasts as a key control for spending
Cash Management: Do I Have Enough in the Current Environment?
  • What is the right level of cash to maintain given current market dynamics and interest rate volalitilty?
  • Balancing day-to-day working capital needs with longer-term capital investment to fund business growth
  • Forecasting inflows and outflows in an uncertain and volatile environment – continuing impact of Covid, inflation
  • Debt vs. Equity Financing
Finance and the Future of IT
  • How the Relationship between Finance and IT has evolved
  • Outsource vs Build your own
  • How Transformational Technology can help drive your business
  • Cybersecurity Considerations
Planning and Analysis
  • Shift focus to forward-looking information instead of historical – so much change in recent years that historical trends may no longer be relevant for decision-making
  • Give transparent, clear and consise messaging and hold business unit leaders accountable for their forecasts
  • Difference between budgets and forecasts; forecasts are constantly evolving based on updated information
  • Who is responsible for preparing budgets and forecasts; need link to strategic objectives and buy-in from business leaders
Managing with Metrics
  • What are the key drivers of your business
  • What metrics do you need to measure performance of the key drivers (consider fewer metrics, with more impact, that everyone understands)
  • What are the targets for the key metrics – what impact will reaching or missing targets have, what else needs to happen as a result of these outcomes

For more information, please contact

A Special Thanks to Our Sponsors:

Insight Software
Insight Software

NCS Madison Corp.

101 W Grand Ave, Suite 200
Chicago, IL 60654
(312) 239-8584