May 17, 2022 | Virtual Event

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


Matt Bergen Headshot
Lidia Salgado

Senior Vice President, Capital Planning

Nancy Felix Headshot
Gulsen Kama

Chief Financial Officer, East Region and Healthcare IT
Quest Diagnostics

Al Gardner Headshot
Bruce Dobbs

Vice President Corporate Finance & Marketing
Singh Biotechnology

A Special Thanks to Our Sponsors:

Insight Software
Insight Software
Insight Software
Insight Software

For more information, please contact

NCS Madison Corp.

3030 Payne St.
Evanston, IL 60201
(312) 239-8584