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Chief Financial Officer (CFO) Programme
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Success as a CFO is rarely determined by technical ability. Mastery of the technical aspects of finance is a given - what makes the difference is the ability to lead and operate in areas where there is no right answer.
Today’s CFOs are expected to play diverse and challenging roles and have the ability to influence and persuade when required. Beyond the traditional role of being a steward and running a tight and efficient finance operation, CFOs now need to help shape overall strategy and direction, instilling a partnering approach and mindset to help other parts of the business perform better. This requires softer skills of dealing with conflicts between stakeholders pragmatically and energising talent within finance to deliver high performance.
For the newly appointed or aspiring CFO, the CFO Programme will empower you to succeed by helping you to map out your future with confidence and expose you to a full range of skills and proven tactics. For the established CFO, it offers a refresher in current best practices, an opportunity to network and interact with peers, and provides valuable insights into a a range of initiatives being deployed to enhance the value they bring to their organisation.
Attend this programme and elevate your understanding of:
• Financial leadership in action that embraces personal and wider risks of the role
• Fostering a winning relationship with the CEO/Board
• Strategic engagement, alignment, goal congruence, delivering concrete outcomes
• Acquiring commercial insights, perspectives that feed into decisions making
• Leading through change, business transformation and performance optimisation
• Communicating business insights, decision choices more succinctly and intelligently
• Embracing the power of digital and associated risks
• Nurturing finance talent and leadership pipeline
Who should attend?
CFOs from listed and unlisted organisations representing the commercial, financial services, privately-owned and not-for-profit sectors.Aspiring finance directors, senior finance executives, controllers as well as non-finance board directors would also benefit from attending this programme.
Note - A good level of spoken and written English is required to attend this course. Delegates should be of an intermediate standard in English at a minimum. Please refer to the Common European Framework of Reference for Languages - as a guide the level required is B2.
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Day 1
Day 1 defines the context of the CFO’s leadership role: fundamental challenges as well as opportunities with focus on how to adapt your approach, build on strengths, add value.
Exploring your Stories as CFOs
Quickly build trust and rapport with your colleagues and the Course Director
- Your professional Story: how it shaped the leader you are today
- Practical tips, techniques, hurdles overcome
Financial Leadership in Action
Building internal / external presence with reputation for excellence
- Commanding priorities, top concerns and expectations
- Managing the complex needs of a growing number of stakeholders
- Addressing barriers (internal, external, knowledge gaps)
Strategic Alignment
Aligning the organisation around its strategy with more integrated planning
- Strategic engagement/ goal congruence / concrete outcomes
- Translating strategic imperatives into operational plans
- Overcoming strategic bottlenecks, staying on track
- Finance vision, mission, goals and values
Interactive sessions & tasks: Delivering on goal congruence, developing a financial strategy
Hazards in the Boardroom
- CFO as a member of the board
- Board behaviours, Group Think, When the board disagrees
Interactive session: Working harmoniously alongside fellow board members
Day 2
Day 2 focuses on techniques to drive finance efficiency, create agility, deliver foresight.
The Influential CFO / Building Relationships
- Personal effectiveness, presence and credibility
- Communication skills and social interactions
- Holding centre stage effectively
- Building relationships (CEO/Chairman/Audit Committee/Investors/Analysts/banks)
- Partnering with other corporate functions and business management
Interactive session: How to influence people within the business
Case Study and Discussion: Developing relations with the CEO and stakeholders
Beyond Budgeting
Strategic Budgeting and Business Partnering
- Linking planning process to the business life cycle and strategy
- Outcome driven budgets and event driven rolling forecasts
- Level of connection and challenge via business partnering
- Quality of business decisions
Interactive session: Obtaining ownership, accountability and buy-in from the budget holder
Business Performance and Transformation
Optimising your business model, improving returns, creating value
- Countering massive moves in revenue and margins
- Stress testing initiatives for growth
- Engaging in negotiations with banks (funding choices, cash optimisation)
Intelligent Information Flow / Digitizing the Finance Function
Acquiring commercial insights, gaining trust of main board and line functions
- Insightful analysis (trends, competitor, decision choices)
- Activating critical success factors (financial and non-financial)
- Empowering budget owners to make informed decisions, submit realistic budgets
Unleash the power of “Big Data “, “Data Analytics” and sophisticated software
- Interactive analytics reporting tools
- Deploying sophisticated analytics software
- Tracking real-time digital performance to drive business forward
Interactive sessions & tasks: Innovative practices in performance management and analytics.
Day 3
Day 3 focuses on proven strategies to nurture talent. You will also learn about management practices to identify and mitigate emerging business and treasury risks.
Advancing Finance Capabilities
- Nurturing leadership pipeline (succession, attitude, agility)
- Enhancing financial literacy skills and capabilities
- Building cushion into go-forward plans, forecasts, legacy and manual systems
Interactive session on developing talent strategy
Oversight of New and Complex Risks / Crisis Management
- Building insights and emerging risk profiles (e.g. cyber, social media, regulatory)
- Gathering intelligence on potential perpetrators
- Identifying key assets to protect
- Assessing crisis situation, identify biggest problems
- Scenario planning / Use of advisers / Plan B
Interactive session on developing risk management policy / crisis management: Why first few days are most critical
Leading Corporate Treasury
- Getting to grips core treasury elements (e.g. policy, funding, investing)
- Critical treasury risks (interest rate, currency, bank risks)
- Derivatives and complex financial instruments (swaps, forward contracts)
Interactive session: What can go wrong: high profile cases where weak controls collapsedDay 4
Corporate Finance
- Balance sheet optimization
- Capital planning and allocation
- Re-investment, M&A, debt servicing, dividends, share buybacks
- Tax planning, transfer pricing & thin capitalisation
Discussion on international tax planning (Starbucks/Google) and impact on reputation.
Capitalising on M&A Opportunities
- Defining acquisition criteria and planning acquisition process
- Financial and commercial due diligence
- Valuing and evaluating the target
- Deal negotiation Financing the deal
- Purchase and sale contract
- Taking charge and integrating the business
Case Study and Discussion: Recent examples of worst takeover deals and what went wrong
Corporate Governance
CFO’s role in corporate governance
- International governance frameworks
- The UK Corporate Governance Code - main principles
- The Companies Act 2006 - Directors responsibilities in law
- Corporate governance and public reviews
Case Study and Discussion: Prominent failures in corporate governance.
Key Elements of Bank Risk Management and Implications for Corporates
Link between finance and risk management and the impact on bank relations
The session is characterized by:
- Integration of actual real-life examples, financial crises and regulatory responses
- Focus on bridging financial risk management, financial accounting and corporate financial management
- Idiosyncrasies and conventions of bank risk management
- Introduction to the bank regulatory capital adequacy framework
- The catch-all nature of Operational Risks and its implications
- Understanding Credit Risk: concepts, practice and limitations
- Liquidity risks for banks and effects on Corporates
- Market risks - interest rates and currencies: techniques and applications
- Hedging techniques with derivative instruments
Day 5
Business Ethics
- Identifying an ethical framework
- Corporate culture and personal responsibility
- Appreciating importance of behaviours
- Connecting business values and ethical values
- Setting the ethical framework
Exercise and Discussion: Tackling ethical dilemmas.
Fraud, Bribery and Corruption
Fraud
- Motives and indicators of fraud
- Fraud prevention
Case Study and Discussion: Warning signals and what to look for (including potential fraud in M&A)
Bribery and Corruption
- Definitions and prohibited practices
- Foreign Corrupt Practices Act, OECD convention
- The Bribery Act 2010 –practical implications
Case Study and Discussion: Conducting investigations into bribery, corruption and fraud with potential impact on business reputation
Personal Feedback Session- Main takeaways from the programme
Interactive sessions: Lessons learnt from this programme, commit to any action? -
Our Tailored Learning Offering
Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.
If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.
We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.
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We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.
We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:
- Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
- Track record – 10/10 of the world’s largest banks have chosen us as there training provider and we have delivered training across the largest banks and have trained over 25,000 professionals.
- Knowledge – our 100+ strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
- Reliability – if we promise it, we deliver it. We have delivered over 25,000 events both in person and online, using simultaneous translation to delegates from over 99 countries.
- Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 4.2/5 on service and 4.7/5 on Coursecheck
Instructor
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Raj Gandhi
I have 25 years’ experience in the financial services, energy and retail sector and have built up expertise in finance, treasury, internal audit, risk and governance.Biography
Raj Gandhi - days 1-3:GGV London works with clients in the UK and internationally focusing entirely on solutions and knowledge transfer. It has also forged relationships with prominent institutions such as Euromoney, ACT, ACCA, ICAEW and the IoD to deliver executive training that empowers participants to tackle challenges.Raj is a fellow of the ACCA (accountancy), the ACT (Treasury) and member of the IoD (Institute of Directors). In a career that spans 25 years, he has held board and senior positions specialising in finance, treasury, governance and risk. Formerly CFO of London Capital Group plc, Raj’s other roles include member of group reporting team and treasury audit manager for Royal Dutch Shell plc, business unit director for Man Group plc, and group treasurer of Empire Stores Group Plc. In 2011, Raj founded GGV London to deliver in-demand leadership training to senior executives and to provide distinct consulting and mentoring services.
