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Atsushi Kitamura, CFO of Astellas Pharma, shares insights on leadership: ‘Don’t be afraid and take a challenge to explore a new world, a new area, so that eventually you will get a broader skill set.’
‘Do not wait to be ready. You build altitude by flying, not by watching others take off.’
We’re finally able to win tangible benefits, says one CFO—but they won’t come automatically.
Capital discipline, execution risk and portfolio focus are driving the change. Here’s how to make sure you get it right.
Michaella Gallina, former fintech CFO, shares why she finally bet on herself and took on a fractional CFO role: ‘It’s a culmination of all the experiences that I’ve had.’
Companies that proactively address succession command higher multiples, face fewer structural concessions, move through diligence faster and preserve greater post-transaction flexibility.
‘Do not wait to be ready. You build altitude by flying, not by watching others take off.’
We’re finally able to win tangible benefits, says one CFO—but they won’t come automatically.
Companies that proactively address succession command higher multiples, face fewer structural concessions, move through diligence faster and preserve greater post-transaction flexibility.
A new study from Accenture uncovers differing sentiments between CFOs and CEOs—but there is common ground on AI as the revenue generator of the future.
A former auditor shares what’s she’s learned since becoming CFO of a community bank.
CFO Darian Hong on how finance chiefs can be a partner for growth, not an impediment.
‘Do not wait to be ready. You build altitude by flying, not by watching others take off.’
We’re finally able to win tangible benefits, says one CFO—but they won’t come automatically.
Companies that proactively address succession command higher multiples, face fewer structural concessions, move through diligence faster and preserve greater post-transaction flexibility.
A new study from Accenture uncovers differing sentiments between CFOs and CEOs—but there is common ground on AI as the revenue generator of the future.
An early look at Claude for Financial Services 2.0—and how CFOs should pilot it: ‘Finance teams that adopt early will set the pattern others follow.’
CFO Darian Hong on how finance chiefs can be a partner for growth, not an impediment.
An early look at Claude for Financial Services 2.0—and how CFOs should pilot it: ‘Finance teams that adopt early will set the pattern others follow.’
What to watch out for—and how to prepare for new demands: ‘As banks increase digital transactions, IT and cybersecurity controls are increasingly scrutinized, and gaps in data governance and system integrations often surface.’
Finastra CFO Carissa Kell on why today’s finance chiefs need to get out of their silos and provide leadership on everything from cybersecurity to communications.
Held November 13 and 14 at the Javits Center in New York City, the FATE expo talked shop for all things fintech. Here’s what to know.
From sitting on accounting boards to running networking groups for women, Stucke gives back to the profession that launched her CFO career.
‘My role involves translating the impact of regulatory and digital shifts into actionable game plans for the broader team,’ says John Schwab, CFO of the indirect tax software company.
Post-bankruptcy, CFOs must do more than just clean up the balance sheet: they have to address operational faults as well.
For Crane, CFO of Domo, real-time data access means spending less time gathering data and more time figuring out what it’s telling him.
‘Now is not the time to make big speculative moves,’ writes Thomas Allen Carver of Harren Equity Partners.
‘In trading, you make decisions with incomplete information. You learn to trust your frameworks and move fast,’ says Cin7 CFO Erik Rothschild.
Aleksandra Szuszkiewicz of Live Nite Events orchestrates sophisticated financial frameworks for high-risk, capital-intensive entertainment ventures.
In terms of protection and earnings, ‘no one ever thinks about cash—cash is the forgotten asset,’ says Ampersand CEO Kelly Brown.
A former auditor shares what’s she’s learned since becoming CFO of a community bank.
Planning is now all about forward motion with flexibility, say CFOs. But there are critical areas to focus on. Here are 5 to watch while preparing your financial strategies for the year ahead.
What to watch out for—and how to prepare for new demands: ‘As banks increase digital transactions, IT and cybersecurity controls are increasingly scrutinized, and gaps in data governance and system integrations often surface.’
Post-bankruptcy, CFOs must do more than just clean up the balance sheet: they have to address operational faults as well.
Organizational communications should be transparent. Lead with empathy while highlighting the economic reality.
The Oberon Fuels CFO talks about scaling finance, being part of the strategy conversation and her career journey in the energy industry.
We’re finally able to win tangible benefits, says one CFO—but they won’t come automatically.
A new study from Accenture uncovers differing sentiments between CFOs and CEOs—but there is common ground on AI as the revenue generator of the future.
An early look at Claude for Financial Services 2.0—and how CFOs should pilot it: ‘Finance teams that adopt early will set the pattern others follow.’
Stop searching for the one sweeping solution to inefficiency. Here’s how to reduce digital friction and recover millions in lost revenue.
Moving from AI experimentation to real business value isn’t about technology; it’s about clarity. Four steps finance leaders can take this month to get ahead.
Particularly during times of technological upheaval, organizations need finance chiefs who can form, model and communicate a vision of the future.
Stop searching for the one sweeping solution to inefficiency. Here’s how to reduce digital friction and recover millions in lost revenue.
AI powers transformation, but culture sustains it. CFOs who treat technology as a people strategy foster teams that thrive on curiosity and collaboration.
The moment is right for the finance chief who, in partnership with the CHRO, integrates talent strategy into capital planning.
‘Most technology failures aren’t software failures. They’re leadership failures, breakdowns in trust, clarity or accountability that start long before anything crashes.’
Critical as it is, AI isn’t the whole story when it comes to leveraging technology in the pivotal area of human resources. Here are some key points to keep in mind.
“If service is below you, then leadership is beyond you,” decorated U.S. Army officer LTC Oakland McCulloch told CFO Leadership Conference attendees.
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