CFO Series: Indispensable Skills - 4 Tech & 4 [NT] - NEW! - Webcast
Overview
Whether you are a seasoned executive or a young staff professional, you are involved with tasks that can make or break the organization. Raising financing is the single most important duty of leadership, especially for those in finance. We will show you how to raise capital efficiently, detailing a proven process. Strategy is vital, but most organizations do a poor job of implementing their strategy. A great strategy that was poorly implemented is pointless. Are we getting the most out of our talent? Do we really understand which clients are valuable and which are not? Are we retaining our top talent and getting the most from their contributions? There is a right way and a wrong way. These skills are invaluable and indispensable. Please join us to enhance your vital skills!
This day of the CFO Series will focus on these four topics:
- Raising Capital: How to Execute the Leaders' Most Crucial Responsibility
- Accounting for People: Workforce Trends and Talent to Add Value
- Rethinking Your Customers to Maximize Profitability: Identifying the Right Clients
- Activate and Execute Your Strategy: Turn Planning into Results
OSCPA has partnered with the Idaho Society of CPAs for this event.
Highlights
Session 1: Raising Capital: How to Execute the Leaders' Most Crucial Responsibility
The most essential challenge for any organization is to raise capital. Without financing - no employees and no bank account, meaning there is no organization. What is the process to raise funds to finance an organization? What are the alternatives in addition to debt or equity? What are the pros and cons of each? To successfully raise financing, you must plan extensively, have multiple alternatives, and consider the transaction from the investor's perspective. Raising financing is a tricky challenge, tailored to suit each individual organization. Whether you are the CEO, CFO, Board member, accountant, consultant, or advisor - this seminar will help you understand what to consider when raising financing and how to do it.- Understanding the need
- How much is needed, when, what will it be used for, etc.?
- Keys to success:
- Planning
- Understand how the use, stage, amount, how and when - impacts the decision
- Unintended consequences to avoid
- Low cost is not necessarily a sound option
- What are the non-quantifiable factors that can change the financing decision
- Details on the time-intensive processes
- Common blunders when raising financing
- The perils of choosing the wrong alternative or wrong investor
Objectives:
- To understand many methods to potentially finance the organization.
- To grasp the advantages and disadvantages of various alternative financing methods.
- To understand the different processes to raise capital.
Session 2: Accounting for People: Workforce Trends and Talent to Add Value
Leaders are increasingly responsible for the human resources function, despite limited formal training in people management. This seminar explores how to account for people as a valued asset rather than an expense. Managing the costs, trends, and risks associated with today's ever-changing workforce has changed. From recruiting and retention to engagement and compensation alternatives. The modern leader must understand how employee-related decisions drive both performance and profitability. This session will examine the financial implications of HR trends, workforce planning, and the evolving role of talent strategy. We will also explore how to influence investments in people through accounting and reporting tools. Successful organizations have moved employees to the left side of their balance sheet. Have you?- Trends in the modern workforce: demographics, generational shifts, remote work, and engagement
- The true cost of talent: hiring, retention, and turnover
- People as assets versus people as liabilities
- The varied challenges in accounting for human capital
- Metrics that matter: KPIs for employee performance and value
- Integrating people costs into financial strategy
- Navigating compliance, risk, and benefits
Objectives:
- Understanding current trends affecting engagement and employment.
- Identifying the challenges in valuing and reporting on human capital and reviewing potential solutions to build a great workforce.
Session 3: Rethinking Your Customers to Maximize Profitability: Identifying the Right Clients
Some customers are unprofitable from an economic or time perspective - but many organizations do not differentiate or know the difference. When an organization has a unique, well-differentiated service or product, understanding value from the customer's perspective becomes a crucial factor in profitable pricing. We must take the time to fully understand what our customers value - from the customer's point of view. What is value? Why do brand, value, and customer focus matter? Developing a deep understanding of our customers is vital. Our most important customer might be someone we have not yet recognized. Understanding both external clients and internal stakeholders - including the evolving role of the finance department, is critical to long-term success.- Who is your customer
- How to segment your customers
- Identifying and understanding your most valuable customers
- What is solution-based planning for customer value
- Recognizing internal customers (e.g., departments served by finance)
- Exploring profitability differences between customers with similar revenue
- Creating and sustaining a customer value pyramid
Objectives:
- Recognize and understand different types of customers, including internal stakeholders.
- Discover how to build brand value and retain our best, most valuable customers over the long term.
Session 4: Activate and Execute Your Strategy: Turn Planning into Results
Organizations that execute a wise strategy succeed; others are executed in the market. Many organizations invest significant time in strategic planning but fall short when it comes to execution. According to McKinsey, most fail to properly execute their strategy. This session explores the critical transition from strategy to performance while challenging outdated planning models and myths. We often do not think of strategy in the same context of longer-term organizational projects like ERP transitions or risk management. Why should you consider "killing" your current plan and building a new plan centered around financial performance? We will dive into the reasons strategy fails, uncover the practical tools for bridging the planning-performance gap, and explore how strong financial integration enables strategy to succeed. We review insight into what works—and what must be stopped immediately.- The strategy-execution gap: common reasons why most strategic plans fail
- Why should financial planning lead strategy?
- Evaluating the lifespan and relevance of your strategic plan
- Building your strategy to include risk management
- Building an adaptive, finance-focused strategic approach
- What we should learn from the rise and fall of major companies
- How to align financial metrics with strategy
Objectives:
- Understand how and why most strategic plans fail.
- Understand and discuss multiple possible solutions to execute a sound strategy.
Prerequisites
At least six (6) months of professional financial statement analysis experience and/or at least six (6) months of professional experience in preparing or reviewing accounting processes and reports; experience working with internal clients or external clients and business leaders.
Designed For
Corporate financial leaders, financial managers, CEOs, CFOs, controllers, accountants, board members, advisors, and consultants; CPAs in public practice and CPAs in industry; business owners, entrepreneurs and professionals who are interested in raising capital, improving profitability, cutting costs and those seeking to enhance their ability to manage strategy and the direction of the organization.
Objectives
See objectives listed above.
Leader(s):
Leader Bios
Ted Sharp, The Knowledge Institute LLC
Ted Sharp, CPA is the owner of Sharp Executive Associates, Inc., a consulting firm providing Chief Financial Officer and Accounting services to clients in
seven countries. He has served as Chief Executive Officer, Chief Financial Officer, Controller, and Managing Director of a European division, residing in
the Netherlands and Belgium. For over 40 years, he has assisted both individuals and companies in reaching their highest financial goals. He has been a Guest Lecturer, Public Speaker, Consultant, and taught at several universities. Ted holds a BBA degree from Boise State University, is a licensed Certified Public Accountant in Idaho, and is a CPA certificate holder in Washington State. He and his wife, Sheri, have four children and twelve grandchildren.
(2/16/26)
Non-Member Price $410.00
Member Price $310.00