By Jeff Laborde, CFO, Infor
By Scott McGillivray, EVP & CIO, Pacific Continental Bank
By Brian Patterson, CFO, USS
By Robert J. Kolodgy, SVP Financial Services and Government Programs and CFO, Blue Cross Blue Shield
By Kathy Willard, CFO, Live Nation Entertainment
We believe that regular forecasting is the key to monitoring and addressing shifts in the business, regardless of the driver of the change.
By Tyler Sloat, CFO, Zuora
Top line recurring revenue growth is now the key metric and the efficiency of that growth drives the valuation multiples.
By Henk P. Derksen, SVP, Finance & CFO, Belden
We believe that by focusing on four financial goals, alignment across functions can be attained. Belden has a revenue growth, an operating margin, a cash flow.
By Pat Doyle, EVP & CFO, DirecTV
The ability of Finance organizations to provide senior management with timely and relevant feedback on the implications of business decisions via forecasting is critical.
By Robert F. Crudup, EVP-IT, Investment Operations & Product Management, SEI
With today’s reliance on software, many companies are increasingly facing the challenge of building complex global systems to support workf low.
By Suzanne Galvin, SVP Product Management, Elan Financial Services
Data breaches, point-of-sale attacks, the creation of sophisticated new forms of malware and the introduction of “cybercrime-as-a-service” are now key issues.
By Bill Genovese, Principal, WGROUP
Emerging technologies provide the perfect storm of opportunity for the CFO and CIO to work closer together to increase revenue, profit, business growth, while at many times in parallel, reducing risk.
By Tom Ruchalski, Chief Financial Officer, Skyline Windows
As with large organizations, most small to mid-market firms have to deal with the need to be highly visible to their customers through a robust website, social media and the like.
By Alan Haughie, SVP-Finance & CFO, ServiceMaster Company
CFOs cannot take a passive role in defining company strategy.
By Fred Boyle, SVP & CFO, Pepco Holdings
In order for a CFO and the financial branch to effectively optimize their value to an organization, other leaders in the company must view the team as critical thought leaders at the decision-making table.
By Judy Bruner, EVP Administration & CFO, SanDisk Corporation
Our BI investment has significantly improved the productivity of our finance analysts, allowing them to quickly slice and dice large volumes of information to analyze trends.
By Michael C. Crews, EVP & CFO, Peabody Energy
Technology is central to modern coal mining and vital to all aspects of planning, operations, development and ultimately value creation.
By Kevin Farr, CFO, Mattel, Inc.
Today’s CFO has evolved from being a role of functional excellence to a strategic business partner working on long-term growth strategies.
By David Worrell, Partner & CFO, Fuse Financial Partners
Running a company without a CFO is tough—but hiring one can be even tougher. No other role will be so crucial to your success.
By Matt Armanino, Partner, COO & CFO Advisory Services Practice Lead, Armanino LLP
The shrinking chorus dismissing CFOs as “bean counters” is down to comedians looking for laughs and luddites who aren’t seeing what’s happening in the world around them.
By Roman Hingorani, CFO, FINCA Microfinance Holding Company
In my long career in banking, I’ve utilized technology to increase efficiency, balance books and more importantly, ensure growth of customer profitability and value for shareholders.
By Kim Petry, CFO, itBit
Startups are known for exploring multiple product ideas and business opportunities before finding their sweet spot.