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Business owners believe that if sales and profits are strong and growing, banks should enthusiastically provide the necessary funding. Bankers are concerned that business owners do not understand the difference between profits and cash flow, and may overly rely on debt to support the growth. CPAs provide valuable information in the form of financial statements, but often struggle with explaining how they should be interpreted. This book bridges the communication gap between these parties, and describes in simple and easy to understand language what it all means. What key indicators to look at and why. What the rules of behavior are for dealing with the banker and CPA. The Excel-based workbook that is available on the author's website makes it easy by doing all the calculations automatically, including the ability to forecast profits, cash flow and financial strength. It is critical that the business owner, banker, and CPA understand each other. Give it 60 minutes a month. That's all it takes to make it happen.
This book describes finance to owners and managers of moving companies in clear and simple terms. It explains what your financial statements are really telling you, including the crucial difference between profits and cash flow. Chapters on dealing with your banker and CPA are a bonus. A must read for anyone in a key position in a moving company.
On the heels of a decade of scandals and the new pressures brought on by the Sarbanes-Oxley Act, corporations expect far more from their CFOs than simply managing the numbers. They expect decision-making support and performance insights that can improve bottom-line results. Unfortunately, the complexity and detail inherent in CFOs’ jobs keep them shackled to budgeting and transaction-processing systems that leave little time for value-adding activities. Grounded in extensive research, Reinventing the CFO outlines seven critical roles—from streamlining redundant processes to regulating risk to identifying a few key measures—that CFOs must take on in order to successfully transform the finance operation.
In an increasingly complex and competitive business environment, the role of the Chief Financial Officer (CFO) has taken on an ever increasing level of importance in their organizations. Named CFO of the Year by the Houston Business Journal in 2014, Tony Tripodo shares his insights as to what it takes to become a successful CFO. With over 40 years' experience, mostly as a CFO in various organizations, but also as a board member and entrepreneur, Tony draws on the many lessons he has learned over the years with the knowledge of what works and what doesn't work for a CFO to achieve success as a dynamic and positive influence for their organization. We are just waiting on three quotes for the back cover and then we will be good to go. I will get you a cover template generated too.
“Whether you’re looking to add a bookkeeper, part-time CFO, or full-time CFO, Your First CFO is an eye-opening must-read.” —Kevin Kruse, New York Times–bestselling author of Unlimited Clients Are you paying good money for an accountant and bookkeeper, but still lacking enough confidence in your company’s financials to answer critical money questions? Do you sit up at night processing and reprocessing unresolved questions about how to keep your business on a solid financial footing or nurture it to the next level? Do you feel like you’re flying blind with your finances and have no sense of the terrain ahead? Your First CFO is a step-by-step blueprint for using the tools and people you’ve already paid for to shine a spotlight on your business finances so they make sense to you and are reliable, timely, and relevant. With this guide, you can transform your current stress and uncertainty about bookkeepers, accounting, and finance into a foundation of steady confidence about the future of your business.
The recent crisis in the financial markets has exposed serious flaws in management methods. The failure to anticipate and deal with the consequences of the unfolding collapse has starkly illustrated what many leaders and managers in business have known for years; in most organizations, the process of forecasting is badly broken. For that reason, forecasting business performance tops the list of concerns for CFO's across the globe. It is time to rethink the way businesses organize and run forecasting processes and how they use the insights that they provide to navigate through these turbulent times. This book synthesizes and structures findings from a range of disciplines and over 60 years of the authors combined practical experience. This is presented in the form of a set of simple strategies that any organization can use to master the process of forecasting. The key message of this book is that while no mortal can predict the future, you can take the steps to be ready for it. ’Good enough’ forecasts, wise preparation and the capability to take timely action, will help your organization to create its own future. Written in an engaging and thought provoking style, Future Ready leads the reader to answers to questions such as: What makes a good forecast? What period should a forecast cover? How frequently should it be updated? What information should it contain? What is the best way to produce a forecast? How can you avoid gaming and other forms of data manipulation? How should a forecast be used? How do you ensure that your forecast is reliable? How accurate does it need to be? How should you deal with risk and uncertainty What is the best way to organize a forecast process? Do you need multiple forecasts? What changes should be made to other performance management processes to facilitate good forecasting? Future Ready is an invaluable guide for practicing managers and a source of insight and inspiration to leaders looking for better ways of doing things and to students of the science and craft of management. Praise for Future Ready "Will make a difference to the way you think about forecasting going forward" —Howard Green, Group Controller Unilever PLC "Great analogies and stories are combined with rock solid theory in a language that even the most reading-averse manager will love from page one" —Bjarte Bogsnes, Vice President Performance Management Development at StatoilHydro "A timely addition to the growing research on management planning and performance measurement." —Dr. Charles T. Horngren, Edmund G. Littlefield Professor of Accounting Emeritus Stanford University and author of many standard texts including Cost Accounting: A Managerial Emphasis, Introduction to Management Accounting, and Financial Accounting "In the area of Forecasting, it is the best book in the market." —Fritz Roemer. Leader of Enterprise Performance Executive Advisory Program, the Hackett Group
Filled with pragmatic insights, proactive strategies, and best practices, The New CFO Financial Leadership Manual, Second Edition is destined to become your essential desktop companion. This thorough guidebook is essential reading for the CFO requiring an overview of strategies, measurement and control systems, financial analysis tools, funding sources, and management improvement tips.
Most business owners are not satisfied with either their return on investment or the degree of financial success they've achieved, according to the National Federation of Independant Business. This guide is intended to help business owners reach satisfaction level, by defining, measuring and achieving their financial goals. It shows owners how to plan and manage for growth and anticipate seasonal cash flow needs, and finance the business and deal effectively with a banker.
Discover the power of the CFO's role in delivering shareholder value During the past decade, the CFO role has expanded dramatically in its breadth, complexity, and criticality. Filled with proven strategies, best practices, and keen insights, The Essential CFO describes how today's CFOs are responding to their expanded roles within both public and private companies. With straightforward and pragmatic guidance, author Bruce Nolop shows how CFOs are partnering with CEOs to deliver shareholder value by articulating a strategic plan, determining capital allocations, managing the capital structure, driving financial performance, and implementing strategic transactions. Covers how CFOs are establishing robust accounting and risk management processes and effectively communicating with both external and internal constituencies Looks at the role of the CFO in transforming financial organizations to drive effectiveness and efficiencies Examines how CFOs can develop talent with the experience, expertise, and leadership skills to meet the challenges of the future Written from a balanced, top-down perspective of the modern CFO, The Essential CFO provides you with practical prescriptions for executing impactful corporate finance strategies.
Looking toward the C-suite? Take heed. Author and serial CEO Dick Cross pulls back the curtain on this top leadership role, explaining in his new book that being a successful leader, running a business, and doing it extraordinarily well isn't a full-time job. In 60-Minute CEO: The Fast Track to Top Leadership, Cross makes the case that the single greatest determinant of business success revolves around the job at the top. Cross suggests that the most important, and often overlooked, duty for a CEO is thinking about how to improve his or her business and how to be a leader. Cross also reveals that a mediocre leader can be transformed into an exemplary one simply by refining two key things: thinking and character. In Cross's trademark conversational style, he conveys why strategy and execution, while important, should take a back seat to authenticity and responsibility, and that the essential elements of the CEO role can be accomplished in several 60-minute sessions every week. Executives may fill their time with other tasks, but leading and running a company requires explicit skills different from those needed for any other corporate position. The good news is that those skills are easy to learn, fun to do, and not time-consuming. In an entertaining style, Cross offers executives the fast track to the top leadership position. And while 60 minutes may seem like a quick fix, as Cross sees it, three 60-minute sessions a week devoted solely to considering your business and your role as leader are crucial to business and leadership success. In 60-Minute CEO, Dick Cross brings over 25 years of experience of transforming companies in various stages of underperformance into industry powerhouses. Cross combines his knowledge and experience with the stories and lessons of preeminent leaders and thinkers including General George Patton and Seattle Seahawks quarterback Russell Wilson.