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This Leadership course is actually being developed to become a program. Contained within the Financial Officer Leadership Training program is a collection of courses that are designed to develop professional finance and leadership competencies for those aspiring to take on senior or executive roles in an organization.
The four competency areas covered in this leadership course address the role a senior financial professional play as each a Steward, Operator, Strategist, and Catalyst.
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|Section 1: Financial Analysis: Uncovering the Story Hidden within Financial Statements|
Why Financial Statements ExistPreview
Where to Look For Financial InformationPreview
How to Analyze the Income Statement
How to Analyze Operational Efficiency and Effectiveness
How to Analyze a Balance Sheet
How to Analyze Cash Flow
How to Analyze a Company Quickly Using the Internet
|Lecture 8||6 pages|
|Contains a description of all the financial ratios and measures including how to calculate and interpret.|
|Section 2: Financing Strategies|
Objectives of Capital
Managing Supplier Credit
Variations of Debt Financing
Negotiate Your Credit Facility
Mezzanine Financing- What is it- Debt or Equity?
Venture Capital Financing
Private Equity Financing
Going Public to Raise Financing
Case Study: Financing a Leveraged Buyout
WACC and Capital Structure: What You Need to Know
Finance Strategies Course Script
|Section 3: Change Management! The Role of the Catalyst|
Why You Need to Know About Change Management Principles
Challenges of Change
|The link for the supplemental video referred to in this lesson is as follows:
Developing an Approach for your Next Change Initiative
Adapting the Organization to Handle Continuous Change
Change Management Course Script
|Lecture 28||9 pages|
|We should all be striving for continuous improvement in running our finance function and more broadly speaking across the organization. In this lesson, I look at a few ideas for how you should think about your next business process improvement.
|Section 4: Safeguarding the Assets of Your Organization From Fraud|
Where is the Organization Vulnerable
Understand the Psychological Profile of a Fraudster
Best Practices to Safeguard the Organizations Assets
Let's check in on the cases under investigation from around the world to get better understanding of how big our fraud problem really is.
You know the techniques already by now, but do you want to know which ones work and which ones don't? Let me tell you what fraud controls you should be emphasizing and which are less important.
This lesson puts a face to fraud. Is it that weird guy at the water cooler all the time? Or is it Bob, the flamboyant sales guy? In this lesson, I’ll give you the profile of today’s fraudster.
So you've been victimized by one of your trusted employees. Ugh. Sorry about that. But what should you do next? Call the police? Let's see what others are doing that find themselves in the same unfortunate situation.
Let's put a bow on this whole discussion by asking the experts what are the key things you should be thinking about as you develop an anti-fraud program.
|Section 5: Developing Corporate Strategy: The CFO Strategist|
Strategic Management Framework
Setting MIssion, Vision, and Values
Assess the Current Situation with External Analysis
Assess the Current Situation with Internal Analysis
Corporate Strategy Development
Business Strategy Development
Functional Strategy Development
Analyzing Strategic Alternatives
Approaches to Implementing Strategy
Evaluating and Controlling Strategy Execution
Strategy Facilitation Development Tool Kit
Strategic Management Course Script
Strategic Management Glossary
|Section 6: Enterprise Risk Management using the COSO Model|
Objectives of the COSO ERM Framework
Risk Management Starts With a Strong Internal Environment
Risk Management Objectives Align with Business Objectives
Identifying Risk Events
Performing a Risk Assessment
Developing a Risk Response
Implementing Risk Control Activities
Developing and Communicating Risk Information
Monitoring Enterprise Risk
|Lecture 59||30 pages|
|I've had a number of people ask for a more in depth discussion of risk management. A very popular topic. So I went back and did some research on what various so called experts were telling their clients. I have added this content to materials in this lecture. I like how the dimensions of interconnectivity and risk clockspeed have been added to the assessment of risk.
|Section 7: CFO as the Credible Financial Leader|
Let's get an overview of what we will cover in this module.
Let's talk about why developing credibility is so important to facilitating the growth agenda.
In this lesson, we talk about how you determine your own level of credibility.
In this lesson, we talk about ways to establish people credibility.
In this lesson, we talk about ways to establish technology and process credibility.
|Section 8: The Fast Close|
Bottlenecks in the close process
Approaches for achieving the fast close
Making the fast close happen
Conclusions for achieving the fast close
|Lecture 69||10 pages|
The CFO plays an important and integral role in helping the Board of Directors fulfill their fiduciary responsibilities. In this lesson, we learn more about governance.
|Section 9: Your First 100 Days as CFO|
Just been appointed CFO or are you looking for that title in your career? Here is a preview of what you need to know to hit the ground running.
Learn what competencies (skills and knowledge) the modern CFO embodies.
It's important to know where you are starting from and where you are going. A maturity model helps you make this assessment.
To be successful in the role of CFO, you need to build a team around you. Here are a few team building ideas to get you started.
Documenting and communicating the plan for how the finance function aligns with the rest of the organization is an important outcome during your first 100 days.
Structuring the finance function to achieve and cover the mandate of finance takes some careful staff planning and recruitment.
In all likelihood, you will want to change a few things after your first 100 days. Here is a reminder of a few of the important change management principles to keep in mind.
Blair has two decades of experience at all levels of public and private corporations, public practice, and professional development. His experience as a corporate director, chief financial officer, instructional designer, and professional development leader will provide you with insight into finance topics that matter.
He is adjunct faculty member at St. Mary's University and the CPA Atlantic School of Business. Blair has been instructing at undergraduate and professional institutions for the past 19 years. Blair played a leading role in the developing the certification program for the Canadian Chartered Professional Accountant designation.
He was awarded the Govenor Generals Gold Medal of Canada in the field of accounting. He has designed professional development e-learning programs for the Big 4 firms. Benefit from his engaging presentation style and deep knowledge of the subject matter to further your own financial skills.