By Kim Petry, CFO, itBit
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
Public reports indicate that approximately 319 million people have had their electronic records breached in the past couple of years mostly the result of cyberattacks on retailers, financial
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
The definition of success for Enterprise businesses has taken a dramatic shift. Top line recurring revenue growth is now the key metric and the
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, and a return on invested
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 in today’s rapidly
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 affecting the security of payment card data.
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. CIO’s and CFO’s are often “freneimies”
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
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, so getting the right chemistry, skill set, experience and personality is vital.
By Matt Armanino, Partner, COO & CFO Advisory Services Practice Lead, Armanino LLP
There’s no denying it. There’s never been a better time to be a CFO. 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.