CFO STRATEGY MEETING

April 22, 2021 | Midwest | Virtual Event

A Knowledge Exchange Program for Corporate Finance Leaders

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

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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

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WHAT IS THE STRATEGY MEETING?

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?

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.

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NETWORKING OPPORTUNITIES

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.

DISCUSSION TOPICS INCLUDE:

Enterprise Resource Planning (ERP) Systems
  • Impact on system upgrades, focused on the General ledger
  • When is it time to upgrade?
  • Is it best to go with an ERP or a patch work of supporting systems?
When is the Best Time to Sell the Company?
  • Company’s current value
  • How to increase the value before the sale
  • How to structure the sales
Finance and the Future of IT
  • Change within Finance
  • Change within IT
  • Funding options
Activity-Based Cost Management (ABC)
  • Activity Shift from managerial accounting to ABC
  • Can ABC create truly accurate, fact-based measures and visibility to costs?
  • Does “predictive accounting” for capacity-sensitive driver-based budgets / rolling financial forecasts, what-if analysis, and outsourcing decisions add value?
Internal controls in the arena of digital finance
  • Avoiding financial reporting risk without overly reducing the speed of implementation and processing
  • Ensuring your organization has the right controls around robotic process automation (RPA)
Return to Work in the COVID Environment
  • Risk Management
  • Remote employees
  • Shedding office space
Cash Forecasting, Do I have Enough in the Current Environment?
  • 13-week forecast is not sufficient
  • Understanding working capital limitations and in advance and adjusting accordingly
  • Sourcing additional working capital
Capital Equipment Funding
  • Buy or lease analysis
  • Sale lease back of current equipment, raising working capital
  • Impact of Accounting Standards Update 2016-02 Accounting for leases
Shared Services
  • Central services rather than dispersed throughout the organization
  • Digital impact and support of shared services
  • Buying teams and approaches, including reverse auctions
COSO Framework of Internal Controls
  • Three categories of the COSO framework internal control objectives: Operations, reporting and compliance
  • Continuous and ongoing process, reliant upon activity, not only written policies and procedures
  • Improved reliability for management

For more information, please contact info@ncsmadison.com

NCS Madison Corp.

1 W Monroe, 4th Floor
Chicago, IL 60603
(312) 239-8584
marketing@ncsmadison.com