Video & Presentation: http://www.proformative.com/resources/video-presentation-agile-leadership-effectively-managing-new-role-cfo
Today, the CFO's role is more complex and challenging than ever, as he or she is expected to be involved in every aspect of the business, from providing strategic business advice and analysis to the CEO and executive team, to implementing high growth strategies while improving the company's productivity and efficiency. CFOs are also often tasked with implementing organizational controls for compliance, ensuring cost controls, and overseeing operations, IT, and core back-office functions. In this session, we will discuss how the CFO can effectively manage these diverse responsibilities by increasing real-time visibility into company performance across departments, making the business planning process transparent and improving core business processes across the organization.
Speaker:
Dan Miller, VP Finance & General Manager of the Software Vertical, NetSuite
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Leadership | Session: 4
Strategic Role of Today’s CFO : The New CFO AgendaSanjay Uppal
The document discusses the evolving role of the chief financial officer (CFO). Stakeholders now expect CFOs to take on more strategic responsibilities beyond traditional finance and accounting duties. CFOs are shifting their focus from controllers to strategists in order to help drive business decisions and value creation. Additionally, CFOs now face pressures like increased transparency requirements, global capital markets, and the need to enhance skills and technology to effectively meet rising stakeholder demands.
Strategic Role of Today’s CFO : The New CFO AgendaSanjay Uppal
The document discusses the evolving role of the chief financial officer (CFO). Stakeholders now expect CFOs to take on more strategic responsibilities beyond traditional finance and accounting duties. CFOs are under pressure to move from being solely "controllers" to also serving as strategic advisors and business partners. Additionally, forces like globalization, regulations, and technology are shaping the CFO agenda and requiring CFOs to expand their skills and ensure their organizations are prepared to effectively meet increasing demands into the future.
Interviewing the Chief Financial Officer, CFO AssessmentShane Phillips
The guide for interviewing the Chief Financial Officer. A complete overview of the areas that should be looked at during an initial interview of the CFO position.
The High Performance CFO - everything you need to knowMark MacLeod
The document summarizes the role and responsibilities of a Chief Financial Officer (CFO) at a startup company. It discusses that a CFO acts as a right-hand to the CEO, helps capitalize and preserve the company's financial strength, monitors financial performance, and maintains relationships with external stakeholders. The document also provides advice on when to hire a CFO, where to find CFOs, and the differences between good and great CFOs.
The document discusses strategies for finance departments to become more strategic business partners rather than back-office administrators. It notes that the pendulum has swung from finance being financial policemen in the 1990s to now focusing more on controls due to governance regulations. However, finance departments can become more strategic by acting as chief focus officers to help companies prioritize, building external networks to find opportunities, and integrating with other departments to better understand the business.
Excellence through talent management eyad ramlawiEyad Ramlawi
This document discusses excellence through talent management. It begins by outlining four stages of excellence from firefighting to competitive advantage through operations. It emphasizes that success relies on people, culture, processes and rewards. The document then notes challenges in talent management, including a growing gap between demand and supply of talent as experienced workers retire. It defines mentoring as a voluntary relationship where experienced employees accelerate learning for less experienced employees. The document suggests CFOs can be good mentors and talent managers due to their strategic exposure and insights. It outlines Alturki's value creation strategy and capital allocation model, which focus on shareholders returns, portfolio growth, talent efficiency and capital efficiency.
The document discusses four profiles of corporate finance teams based on a survey of over 1,600 finance executives:
1) Growth navigators focus on top-line growth through acquisition and new products. They collaborate closely with operations and IT.
2) Execution maestros focus on operational excellence to boost profits. They operate in stable industries like utilities.
3) Turnaround surgeons make difficult decisions to restore profitability in troubled companies experiencing major changes.
4) Business model transformers identify opportunities to reinvent their business models for long-term strategic change in disrupted industries.
John Heslin has over 30 years of finance experience including 20 years as a CFO. He has experience in private equity backed companies, manufacturing, technology, and healthcare. As CFO, he helped companies grow revenues and EBITDA, complete acquisitions, and achieve successful exits. He is passionate about adding shareholder value and driving strategic growth.
Strategic Role of Today’s CFO : The New CFO AgendaSanjay Uppal
The document discusses the evolving role of the chief financial officer (CFO). Stakeholders now expect CFOs to take on more strategic responsibilities beyond traditional finance and accounting duties. CFOs are shifting their focus from controllers to strategists in order to help drive business decisions and value creation. Additionally, CFOs now face pressures like increased transparency requirements, global capital markets, and the need to enhance skills and technology to effectively meet rising stakeholder demands.
Strategic Role of Today’s CFO : The New CFO AgendaSanjay Uppal
The document discusses the evolving role of the chief financial officer (CFO). Stakeholders now expect CFOs to take on more strategic responsibilities beyond traditional finance and accounting duties. CFOs are under pressure to move from being solely "controllers" to also serving as strategic advisors and business partners. Additionally, forces like globalization, regulations, and technology are shaping the CFO agenda and requiring CFOs to expand their skills and ensure their organizations are prepared to effectively meet increasing demands into the future.
Interviewing the Chief Financial Officer, CFO AssessmentShane Phillips
The guide for interviewing the Chief Financial Officer. A complete overview of the areas that should be looked at during an initial interview of the CFO position.
The High Performance CFO - everything you need to knowMark MacLeod
The document summarizes the role and responsibilities of a Chief Financial Officer (CFO) at a startup company. It discusses that a CFO acts as a right-hand to the CEO, helps capitalize and preserve the company's financial strength, monitors financial performance, and maintains relationships with external stakeholders. The document also provides advice on when to hire a CFO, where to find CFOs, and the differences between good and great CFOs.
The document discusses strategies for finance departments to become more strategic business partners rather than back-office administrators. It notes that the pendulum has swung from finance being financial policemen in the 1990s to now focusing more on controls due to governance regulations. However, finance departments can become more strategic by acting as chief focus officers to help companies prioritize, building external networks to find opportunities, and integrating with other departments to better understand the business.
Excellence through talent management eyad ramlawiEyad Ramlawi
This document discusses excellence through talent management. It begins by outlining four stages of excellence from firefighting to competitive advantage through operations. It emphasizes that success relies on people, culture, processes and rewards. The document then notes challenges in talent management, including a growing gap between demand and supply of talent as experienced workers retire. It defines mentoring as a voluntary relationship where experienced employees accelerate learning for less experienced employees. The document suggests CFOs can be good mentors and talent managers due to their strategic exposure and insights. It outlines Alturki's value creation strategy and capital allocation model, which focus on shareholders returns, portfolio growth, talent efficiency and capital efficiency.
The document discusses four profiles of corporate finance teams based on a survey of over 1,600 finance executives:
1) Growth navigators focus on top-line growth through acquisition and new products. They collaborate closely with operations and IT.
2) Execution maestros focus on operational excellence to boost profits. They operate in stable industries like utilities.
3) Turnaround surgeons make difficult decisions to restore profitability in troubled companies experiencing major changes.
4) Business model transformers identify opportunities to reinvent their business models for long-term strategic change in disrupted industries.
John Heslin has over 30 years of finance experience including 20 years as a CFO. He has experience in private equity backed companies, manufacturing, technology, and healthcare. As CFO, he helped companies grow revenues and EBITDA, complete acquisitions, and achieve successful exits. He is passionate about adding shareholder value and driving strategic growth.
The role of the finance manager has changed significantly since the liberalization of India's economy in 1991. Several key changes have impacted the finance manager's role, including relaxed industrial licensing, abolished monopolies laws, liberalized foreign exchange regulations, and increased freedom for equity pricing. Finance managers now face greater demands from more analytical investors. Their role has become more important, complex, and demanding, shifting from a supportive function to a role in top management. Today, key challenges for finance managers include investment planning, financial structure planning, treasury operations, foreign exchange, investor communication, and management control. The finance sector will continue growing in importance.
As operational due diligence becomes ever more important in attracting and retaining investor capital, should a fund manager consider obtaining the services of a CFO or an outsourced CFO? Here is an article I published in HFMWeek discussing this issue.
This document discusses the changing role and expectations of Chief Financial Officers (CFOs) and the need to prepare professional accountants for finance leadership positions. It outlines five key principles that define the CFO role: 1) being an effective organizational leader, 2) balancing stewardship and business partnership responsibilities, 3) acting as an integrator and navigator for the organization, 4) leading the finance and accounting function effectively, and 5) bringing professional qualities to the role. The document argues that professional accountancy qualifications provide an advantage for the CFO role by combining technical expertise with business acumen and ethics. It calls for professional accountancy organizations and employers to review how they prepare accountants to acquire the necessary skills and competencies for senior finance
2008 annual report for Sceptre Investment Counsel Limited (TSX: SZ), a Canada-based company engaged in the provision of investment management services. The Company provides expertise in five investment groups: domestic equities, foreign equities, domestic and foreign integrated equities, fixed income and asset mix.
Celanese will hold a conference call on April 22, 2008 at 10:00 am ET to discuss its first quarter 2008 earnings. The call will feature Dave Weidman, Chairman and CEO, and Steven Sterin, Senior Vice President and CFO. The document provides forward-looking statements and non-GAAP financial measures to supplement GAAP reporting. It summarizes Celanese's financial highlights for Q1 2008, including revenue increases across most business segments and higher adjusted EPS compared to Q1 2007. Celanese affirms its 2008 guidance for adjusted EPS and operating EBITDA.
50+ CFO/Controller Best Practices for the Big PictureDoeren Mayhew
Doeren Mayhew Shareholder Juan Padilla shares more than 50 ideas to better manage the CFO/Controller workload so you can play a more strategic, big-picture role in the success of the company.
Celanese will hold a conference call on February 6, 2007 at 10:00 am CT to discuss its 4th quarter 2006 earnings. The call will feature presentations from Dave Weidman, President and CEO, and John J. Gallagher III, Executive Vice President and CFO. The document provides an overview of Celanese's 4th quarter and full year 2006 financial highlights including net sales, operating profit, adjusted EPS, operating EBITDA, and free cash flow. It also outlines Celanese's objectives to grow operating EBITDA to $300-350 million by 2010 through business revitalization, innovation, organic growth in Asia, and a focus on operational excellence.
roadmap-successful-succession-plan - 2014 Fall SRR JournalAlex W. Howard
This document provides an overview of key steps for business owners to develop a successful succession plan. It recommends starting the planning process 5 years before anticipated exit and assembling an advisory team that includes a family business advisor, CPA, investment banker, wealth advisor, attorney, and insurance professional. The succession planning process involves 4 steps: 1) assembling an advisory team, 2) determining the current value of the business, 3) establishing the desired future value, and 4) developing strategies to increase the business value over time to meet retirement goals. Understanding value drivers like profit margins, growth potential, and proprietary assets is important for setting accurate business valuations and exit prices.
The document summarizes Celanese Corporation's 1Q 2009 earnings conference call. It provides an overview of the participants in the call and includes forward-looking statements and information on non-GAAP measures. The financial highlights show a year-over-year decline in net sales, operating profit, and adjusted EPS due to lower volumes and pricing pressure. Segment results are also down across most businesses compared to prior year. However, the company maintained a strong cash position and generated positive adjusted free cash flow for the quarter.
Masco reported its financial results for the fourth quarter and full year of 2012. Key highlights included improved fourth quarter results that provided momentum heading into 2013, with sales growth driven by increased North American new home construction and successful new product introductions. All of Masco's business segments contributed to increased sales and operating margin growth in the fourth quarter. Masco also delivered on its strategic priorities for 2012, which included improving its cabinetry and installation service businesses, reducing debt, investing in growth, and gaining market share in key brands.
The role of the finance manager has changed significantly due to liberalization of India's economy in 1991. Key changes include relaxed industrial licensing, abolished monopolies laws, liberalized foreign exchange regulations, and increased freedom for equity pricing. Investors have also become more demanding and analytical. The finance manager's role is now more important, complex, and demanding, involving investment planning, financial structure planning, treasury operations, foreign exchange, investor communication, and management control. Finance managers are now seen as top managers helping shape their organizations rather than merely accountants.
Financial management ....the millieum financial management part 2 of 3raufik tajuddin
The document outlines the key responsibilities and activities of a financial manager. As a financial manager, one would be expected to prepare financial statements and reports, analyze market trends for expansion opportunities, ensure legal and regulatory compliance, and advise senior management on profit-maximizing strategies. Financial managers oversee budgeting, accounting, investments, and financing to achieve the long-term financial goals of the organization. They must have strong analytical, communication, and detail-oriented skills to perform capital budgeting and make optimal investment and financing decisions.
Nordea's first quarter results were significantly better than the previous quarter. Total income increased 7% while expenses decreased 5%, resulting in a 48% increase in operating profit. Net loan losses fell to 37 basis points from 52 basis points in the previous quarter. Risk-adjusted profit increased 27% compared to the previous quarter, though it decreased 9% from the first quarter last year. Total lending volumes grew 4% during the quarter as household and corporate lending increased.
The document summarizes Celanese's 4Q 2008 earnings conference call. It discusses Celanese's 4Q 2008 financial results including a net loss of $152 million compared to an operating profit in 4Q 2007, and an adjusted EPS of ($0.38) compared to $2.77 in 4Q 2007. It also provides highlights for each of Celanese's business segments and discusses the outlook for 2009 including expected continued volume declines.
The document discusses seven essential questions that CFOs should ask themselves to become more strategic. The questions include: how the company plans to grow, what constraints hold back growth and how to overcome them, what uncertainties exist and how to resolve them, areas of high spending with uncertain returns, whether growth goals are ambitious enough, what could disrupt the company, and what the company should stop doing. By asking and addressing these questions, CFOs can identify strategic opportunities, partner with other leaders to implement solutions, and help move the company forward in a pragmatic way.
- HSBC USA Inc reported a 67.1% decrease in profit before tax to $497 million in 2007 compared to $1.511 billion in 2006. Net income also decreased 60.7% to $386 million.
- Total revenues decreased slightly by 1.9% to $5.039 billion while loan impairment charges increased sharply by 83.7% to $1.497 billion, contributing to an 18% decrease in net operating income.
- Operating expenses also rose by 8.4%, further reducing profitability. Key performance metrics such as return on assets and return on equity declined significantly.
This document discusses three key metrics that are important for evaluating Subscription-as-a-Service (SaaS) companies: retention rate, recurring profit margin, and growth efficiency index. It explains how traditional income statements are not well-suited for SaaS businesses and introduces an alternative "subscription economy income statement" centered around annual recurring revenue (ARR). The document shows through examples how these three metrics can be used to understand a SaaS company's ability to grow or maintain profitability. It concludes by providing benchmark data on these metrics for a successful early-stage SaaS company.
The document provides information about sales and distribution (SD) in SAP, including:
1) SD is the module in SAP that handles processes related to sales order management, billing, and delivery. This includes providing quotations to customers, receiving sales orders, shipping goods, and billing customers.
2) Master data and organizational structures need to be defined in SD to support business processes and represent the company structure. Common structures include sales areas, organizations, and channels.
3) Key roles of an SAP SD consultant include defining business requirements, managing sales documents and orders, shipping, pricing, billing, and integrating SD with other modules like materials management and financials.
The document summarizes the order-to-cash cycle which includes:
1) Sales order creation and credit check
2) Checking availability and allocating inventory
3) Outbound delivery including picking, packing and goods issue
4) Billing and generating invoices
5) Payment receipt completing the cycle
The role of the finance manager has changed significantly since the liberalization of India's economy in 1991. Several key changes have impacted the finance manager's role, including relaxed industrial licensing, abolished monopolies laws, liberalized foreign exchange regulations, and increased freedom for equity pricing. Finance managers now face greater demands from more analytical investors. Their role has become more important, complex, and demanding, shifting from a supportive function to a role in top management. Today, key challenges for finance managers include investment planning, financial structure planning, treasury operations, foreign exchange, investor communication, and management control. The finance sector will continue growing in importance.
As operational due diligence becomes ever more important in attracting and retaining investor capital, should a fund manager consider obtaining the services of a CFO or an outsourced CFO? Here is an article I published in HFMWeek discussing this issue.
This document discusses the changing role and expectations of Chief Financial Officers (CFOs) and the need to prepare professional accountants for finance leadership positions. It outlines five key principles that define the CFO role: 1) being an effective organizational leader, 2) balancing stewardship and business partnership responsibilities, 3) acting as an integrator and navigator for the organization, 4) leading the finance and accounting function effectively, and 5) bringing professional qualities to the role. The document argues that professional accountancy qualifications provide an advantage for the CFO role by combining technical expertise with business acumen and ethics. It calls for professional accountancy organizations and employers to review how they prepare accountants to acquire the necessary skills and competencies for senior finance
2008 annual report for Sceptre Investment Counsel Limited (TSX: SZ), a Canada-based company engaged in the provision of investment management services. The Company provides expertise in five investment groups: domestic equities, foreign equities, domestic and foreign integrated equities, fixed income and asset mix.
Celanese will hold a conference call on April 22, 2008 at 10:00 am ET to discuss its first quarter 2008 earnings. The call will feature Dave Weidman, Chairman and CEO, and Steven Sterin, Senior Vice President and CFO. The document provides forward-looking statements and non-GAAP financial measures to supplement GAAP reporting. It summarizes Celanese's financial highlights for Q1 2008, including revenue increases across most business segments and higher adjusted EPS compared to Q1 2007. Celanese affirms its 2008 guidance for adjusted EPS and operating EBITDA.
50+ CFO/Controller Best Practices for the Big PictureDoeren Mayhew
Doeren Mayhew Shareholder Juan Padilla shares more than 50 ideas to better manage the CFO/Controller workload so you can play a more strategic, big-picture role in the success of the company.
Celanese will hold a conference call on February 6, 2007 at 10:00 am CT to discuss its 4th quarter 2006 earnings. The call will feature presentations from Dave Weidman, President and CEO, and John J. Gallagher III, Executive Vice President and CFO. The document provides an overview of Celanese's 4th quarter and full year 2006 financial highlights including net sales, operating profit, adjusted EPS, operating EBITDA, and free cash flow. It also outlines Celanese's objectives to grow operating EBITDA to $300-350 million by 2010 through business revitalization, innovation, organic growth in Asia, and a focus on operational excellence.
roadmap-successful-succession-plan - 2014 Fall SRR JournalAlex W. Howard
This document provides an overview of key steps for business owners to develop a successful succession plan. It recommends starting the planning process 5 years before anticipated exit and assembling an advisory team that includes a family business advisor, CPA, investment banker, wealth advisor, attorney, and insurance professional. The succession planning process involves 4 steps: 1) assembling an advisory team, 2) determining the current value of the business, 3) establishing the desired future value, and 4) developing strategies to increase the business value over time to meet retirement goals. Understanding value drivers like profit margins, growth potential, and proprietary assets is important for setting accurate business valuations and exit prices.
The document summarizes Celanese Corporation's 1Q 2009 earnings conference call. It provides an overview of the participants in the call and includes forward-looking statements and information on non-GAAP measures. The financial highlights show a year-over-year decline in net sales, operating profit, and adjusted EPS due to lower volumes and pricing pressure. Segment results are also down across most businesses compared to prior year. However, the company maintained a strong cash position and generated positive adjusted free cash flow for the quarter.
Masco reported its financial results for the fourth quarter and full year of 2012. Key highlights included improved fourth quarter results that provided momentum heading into 2013, with sales growth driven by increased North American new home construction and successful new product introductions. All of Masco's business segments contributed to increased sales and operating margin growth in the fourth quarter. Masco also delivered on its strategic priorities for 2012, which included improving its cabinetry and installation service businesses, reducing debt, investing in growth, and gaining market share in key brands.
The role of the finance manager has changed significantly due to liberalization of India's economy in 1991. Key changes include relaxed industrial licensing, abolished monopolies laws, liberalized foreign exchange regulations, and increased freedom for equity pricing. Investors have also become more demanding and analytical. The finance manager's role is now more important, complex, and demanding, involving investment planning, financial structure planning, treasury operations, foreign exchange, investor communication, and management control. Finance managers are now seen as top managers helping shape their organizations rather than merely accountants.
Financial management ....the millieum financial management part 2 of 3raufik tajuddin
The document outlines the key responsibilities and activities of a financial manager. As a financial manager, one would be expected to prepare financial statements and reports, analyze market trends for expansion opportunities, ensure legal and regulatory compliance, and advise senior management on profit-maximizing strategies. Financial managers oversee budgeting, accounting, investments, and financing to achieve the long-term financial goals of the organization. They must have strong analytical, communication, and detail-oriented skills to perform capital budgeting and make optimal investment and financing decisions.
Nordea's first quarter results were significantly better than the previous quarter. Total income increased 7% while expenses decreased 5%, resulting in a 48% increase in operating profit. Net loan losses fell to 37 basis points from 52 basis points in the previous quarter. Risk-adjusted profit increased 27% compared to the previous quarter, though it decreased 9% from the first quarter last year. Total lending volumes grew 4% during the quarter as household and corporate lending increased.
The document summarizes Celanese's 4Q 2008 earnings conference call. It discusses Celanese's 4Q 2008 financial results including a net loss of $152 million compared to an operating profit in 4Q 2007, and an adjusted EPS of ($0.38) compared to $2.77 in 4Q 2007. It also provides highlights for each of Celanese's business segments and discusses the outlook for 2009 including expected continued volume declines.
The document discusses seven essential questions that CFOs should ask themselves to become more strategic. The questions include: how the company plans to grow, what constraints hold back growth and how to overcome them, what uncertainties exist and how to resolve them, areas of high spending with uncertain returns, whether growth goals are ambitious enough, what could disrupt the company, and what the company should stop doing. By asking and addressing these questions, CFOs can identify strategic opportunities, partner with other leaders to implement solutions, and help move the company forward in a pragmatic way.
- HSBC USA Inc reported a 67.1% decrease in profit before tax to $497 million in 2007 compared to $1.511 billion in 2006. Net income also decreased 60.7% to $386 million.
- Total revenues decreased slightly by 1.9% to $5.039 billion while loan impairment charges increased sharply by 83.7% to $1.497 billion, contributing to an 18% decrease in net operating income.
- Operating expenses also rose by 8.4%, further reducing profitability. Key performance metrics such as return on assets and return on equity declined significantly.
This document discusses three key metrics that are important for evaluating Subscription-as-a-Service (SaaS) companies: retention rate, recurring profit margin, and growth efficiency index. It explains how traditional income statements are not well-suited for SaaS businesses and introduces an alternative "subscription economy income statement" centered around annual recurring revenue (ARR). The document shows through examples how these three metrics can be used to understand a SaaS company's ability to grow or maintain profitability. It concludes by providing benchmark data on these metrics for a successful early-stage SaaS company.
The document provides information about sales and distribution (SD) in SAP, including:
1) SD is the module in SAP that handles processes related to sales order management, billing, and delivery. This includes providing quotations to customers, receiving sales orders, shipping goods, and billing customers.
2) Master data and organizational structures need to be defined in SD to support business processes and represent the company structure. Common structures include sales areas, organizations, and channels.
3) Key roles of an SAP SD consultant include defining business requirements, managing sales documents and orders, shipping, pricing, billing, and integrating SD with other modules like materials management and financials.
The document summarizes the order-to-cash cycle which includes:
1) Sales order creation and credit check
2) Checking availability and allocating inventory
3) Outbound delivery including picking, packing and goods issue
4) Billing and generating invoices
5) Payment receipt completing the cycle
SaaS/subscription businesses are much more complex than traditional businesses, and SaaS performance cannot be measured in the same way as traditional businesses are measured. Based on a talk given at the SaaStr Annual Conference in San Francisco, this slide deck offers a comprehensive and detailed look at the key metrics that are needed to understand and optimize a SaaS business, and how these can be used to drive SaaS success. This presentation includes information on:
- An intro to SaaS metrics
- Unit economics
- LTV and churn: An in-depth look
- Variable pricing axes
- Months to recover CAC
- The primary unit of growth: Sales
- Understanding public SaaS companies
Sap modules overview and business processessrilu999
The document provides an overview of several SAP modules, including Financial Accounting (FI), Financial Supply Chain Management (FSCM), Controlling (CO), Materials Management (MM), Sales and Distribution (SD), Logistics Execution, Production Planning (PP), Quality Management (QM), Plant Maintenance (PM), Project System (PS), and Human Resources (HR). It describes the purpose and key components of each module and includes diagrams of related business processes.
Business Functions & Business Processes in ERPTom Matys
This document discusses the key functional areas of business - marketing and sales, supply chain management, accounting and finance, and human resources. It defines business processes as collections of activities that take inputs and create outputs of value to customers. The document differentiates business functions from processes. It explains that enterprise resource planning (ERP) software helps coordinate information across functional areas through a shared database. Each functional area is described in terms of its functions, needed data inputs, and produced outputs to demonstrate how integrated information systems allow effective sharing of data.
Microsoft liasion office - business managementWaseem Safdar
Microsoft Pakistan presents on its business details and strategy. It has three main divisions - large enterprise, medium and small enterprise, and developers. Key functional departments include finance, customer service, marketing and sales, and R&D. Communication channels are matrix-based with dual reporting. Financial analysis shows increasing sales, profits, and ratios from 2012-2014. The code of ethics focuses on integrity, compliance with laws, and ethical decision-making. Corporate social responsibility priorities are good citizenship, governance, and being an appealing workplace. Suggestions include improved marketing, more outlets and service centers, and special offers.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
To succeed in today’s volatile economy, financial leadership has become more significant than ever. Learn how leading CFOs accelerate strategic growth as well as ensure its alignment with the company’s business objectives.
With a fundamental shift in the CFO mission, the finance function has become a critical change agent across organizations. The role of financial leaders such as CFOs is evolving, from a traditional financial controller, to one that drives performance improvements across the organization.
This document discusses how the role of finance is evolving as businesses adopt new digital technologies. It argues that for finance to remain relevant, teams must embrace three principles: 1) Become digital leaders by modernizing outdated finance systems. 2) View data as the new currency and use analytics to provide insights. 3) Connect different parts of the business and drive an analytical culture. The document provides recommendations for how finance can act as a "co-pilot" to businesses by guiding digital transformation and strategic decision-making.
Csod investor deck first quarter 2015 finalircornerstone
This presentation summarizes Cornerstone OnDemand's second quarter 2015 investor presentation. It discusses Cornerstone's position as a global leader in SaaS talent management with clients in 191 countries. The presentation highlights Cornerstone's best-of-breed product suite and established market leadership according to various analyst reports. It also outlines Cornerstone's growth strategy of increasing both market breadth and client penetration to reach $1 billion in revenue.
Hear how Kelly Battles, CFO of Host Analytics, works with her finance team to track key financial and operating metrics data to drive performance and keep the company on track to deliver growth in 2011. In addition, Lauren Kelley, CEO of OPEXEngine will present key software industry benchmarks from OPEXEngine’s comprehensive financial and operating benchmarking report, developed in partnership with the SIIA. Join us for this informative webinar to learn more about how the benefits of metrics-driven, fact based decision making can help you drive better performance and efficiency within your own organization.
Presenters:
Lauren Kelley, CEO & Founder, OPEXEngine
Kelly Battles, CFO, Host Analytics
About the presenters:
Lauren Kelley is CEO and founder of OPEXEngine, the leading publisher of software financial and operating benchmarks. Ms. Kelley brings 25 years of successful experience in tech company management to OPEXEngine, as well as 6 years as an international economist at the US Department of Commerce’s Office of Computers early in her career, after entering Federal service through the prestigious Presidential Management Intern program. Prior to building OPEXEngine, she worked 2 years as an executive-in-residence at Grand Banks Capital, a venture fund focused on East Coast technology companies, evaluating potential investments. She has worked and lived extensively in Europe. She was previously Senior VP of WW Sales at ATG, including establishing field operations throughout Europe and Asia/Pacific, and was a General Manager for approximately 20 countries at Borland out of Paris in the early ’90s. Ms. Kelley also helped build Compaq’s Central and East European operations, based in Munich. Ms. Kelley is currently based in London, where she lives with her husband and two children.
Kelly Bodnar Battles is the CFO of Host Analytics, inc., the only provider of a CPM (Corporate Performance Management) suite of products delivered via software as a service.
Prior to Host Analytics, Kelly was VP, Finance at IronPort Systems where she was the first finance hire and was responsible for building and leading the finance, accounting, administrative and various operational functions during her six years there. During her tenure at IronPort, the company grew from $2M to $250M in annual bookings and was sold to Cisco Systems (NASDAQ: CSCO).
Before IronPort, Kelly was a Director in HP’s Strategy and Corporate Development group, a Strategy Consultant with McKinsey and Company, and a Corporate Finance Associate at J.P. Morgan. Kelly graduated with a B.S.E. from Princeton and M.B.A. from Harvard, both with honors. Kelly lives in the Bay Area with her husband, and their 2 children, labrador retriever and rescue cat.
Carpio Solutions is a global software company that offers the GesFinTM suite to help customers maximize financial and operational performance. Headquartered in North Carolina with offices in Latin America and Europe, Carpio has over 100 employees and partners with MicroStrategy. The document discusses how the traditional finance role is changing to focus more on strategic planning, predictive analytics, and high-value activities rather than manual tasks. It promotes GesFinTM and its integration with MicroStrategy as providing tools to help companies anticipate needs, allocate resources better, and support high performance. Case studies show how GesFinTM helped companies improve planning, collaboration, and decision making.
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
The document discusses the Workday Enterprise Finance solution and its Intelligent Data Foundation. It notes that the solution provides a unified data core and accounting center to blend operational, workforce, and financial data into an enterprise data hub for finance. This allows organizations to seamlessly create accounting from operational data while maintaining connections to source transactions. It also enables organizations to connect and secure all critical business data in a single source of truth. The data foundation ingests and enriches data to create trusted insights and operational recommendations. Workday provides a data hub that can consolidate data from various sources like ERP systems, CRM tools, and more.
The CFO Guide to Data with Deloitte & WorkdayWorkday, Inc.
A recent explosion of data and rapidly evolving tools and techniques for managing it have made it difficult to turn data into value.
View this deck to hear how Deloitte and Workday are helping organizations get a handle on their data, deploying automated, analytics-based planning models, streamlining finance operations, and becoming truly decision ready.
This document summarizes a presentation about how Scania Australia implemented a new finance system to drive organizational change. It discusses how Scania was experiencing growth but faced challenges from restructuring and competition. The new system provided increased visibility, engagement of business users, and insights to help managers understand variances. It reduced the time to create budgets from 19 days to 90 minutes and allowed for collaboration across divisions.
Shopify is an e-commerce platform with over 175,000 active merchants and $10 billion in cumulative GMV. The document discusses Shopify's financial highlights including strong and consistent revenue, MRR, and GMV growth driven by growing merchant base and introduction of new products. It also notes Shopify's powerful recurring revenue business model and operating leverage with expanding gross margins and decreasing operating expenses as a percentage of revenue.
Shopify is an e-commerce platform with over 200,000 active merchants and $1.9 billion in gross merchandise volume (GMV) in Q3 2015. The document discusses Shopify's multi-channel commerce platform that allows merchants to manage sales across all channels from a single back office. It provides financial highlights showing Shopify's strong and consistent revenue growth, powerful recurring revenue business model, and operating leverage.
Shopify is an e-commerce platform with over 200,000 active merchants and $1.9 billion in gross merchandise volume (GMV) in Q3 2015. The document discusses Shopify's multi-channel commerce platform that allows merchants to manage sales across all channels from a single back office. It provides financial highlights showing Shopify's strong and consistent revenue growth, powerful recurring revenue business model, and operating leverage.
The panel discussion summarized the ROI realized from multi-division Salesforce rollouts at three organizations. Penny O'Rourke discussed SurfControl's global rollout which increased forecasting visibility, reduced administrative time by 10%, and led to a 10% sales increase. Gary Pepera outlined Citizens Bank's rollout across 13 states which provided transparency, relationship management capabilities, and a system of record. Doug Timmel shared how Air Products addressed unique challenges through centralized data and processes, resulting in improved cash flow, higher loyalty, and a 30% revenue increase in Europe.
The document discusses the importance of organizational health and the role of IT business partnerships. It emphasizes that healthy organizations have minimal politics and confusion, high morale and productivity, and low turnover. For IT organizations to be successful, they must understand business goals, participate in strategic planning, and leverage partnerships to align technology investments with desired business outcomes. Regular engagement with external customers through research and journey mapping is highlighted as a key factor in developing effective IT business partnerships.
The document discusses how Accenture and Workday can help CFOs achieve breakthrough speed and business value through finance transformation. It notes that CFOs now make $1B decisions weekly instead of monthly due to technology advantages. However, few CFOs leverage all the benefits of cloud technology. Accenture and Workday aim to help CFOs embrace new roles as economic guardians, architects of business value, and catalysts of digital strategy by providing a robust data model, improved controls, analytics-driven decision making, and unlocking greater value from digital investments.
Similar to Agile Leadership: Effectively Managing the New Role of the CFO (20)
How to Measure and Manage Business Performance in Volatile TimesProformative, Inc.
The performance of every organization ultimately depends on the adequacy of the information available to decision makers at the exact moment that decisions have to be made.
Join Paul Sharman, former IMA CEO and former Controller of Northern Telecom, as he takes you through the 5 reasons why companies of all sizes should consider Corporate Performance Management (CPM) platforms, which help companies track, report on, and understand corporate operating and financial performance. Paul will also discuss the primary concerns that stem from increased volatility as well as the sources of risk deemed most important over the next 3 years.
5 Steps to Selecting the Right Financial Management Software SolutionProformative, Inc.
Companies that continue to live in an environment of complicated, error-prone spreadsheets, and limited financial and operational visibility find themselves at a competitive disadvantage in an increasingly dynamic business environment. The good news is that there are many modern, cost-effective, financial management systems that can support, and not hinder, your company’s growth. The time to upgrade your financial management system is here, but how do you choose the right solution for your company?
Driving Market Leadership and Growth with NetSuite Cloud ERPProformative, Inc.
As companies gear up for growth in 2015 and beyond, a lack of visibility across the enterprise can impact the ability of finance leaders to deliver on company growth initiatives and meet key strategic objectives.
Are you giving away value? Help your employees understand and appreciate the ...Proformative, Inc.
Each year companies grant more than $110 billion in equity compensation.* But how much do employees value these awards? In this webinar, Julie Vander Veen, Head of Corporate Services in UBS Equity Plan Advisory Services, and Nina Duraiswami, research analyst for UBS's client insights team, will dive into the UBS Participant Voice survey’s findings on how participants perceive equity, and they will discuss what companies can and are doing to help their employees value these awards.
The webinar will also cover concrete steps companies can take to help. Real life case studies and examples will be used to discuss these best practices.
Innovative Growth Redefined: Monetizing the Internet of Things (IOT)Proformative, Inc.
Delivering growth in today’s world requires innovation. The Internet of Things (IOT) is changing not only how market leaders are delivering products and services are delivered and getting paid for them, but the very nature of the products and services they offer their customers. What is the Internet of Things? How are companies effectively monetizing the Internet of Things to drive competitive advantage?
Supply Chain Management: Costly Mistakes & Success Metrics for CFOsProformative, Inc.
Most companies, even if they are not in manufacturing, have a supply chain. Ineffective Supply Chain Management (SCM) often fails to get its due in the damage it can cause to financial performance. Costly mistakes are often made by companies in many areas including contract negotiation, cost leakage, and in selecting the right supply chain partners.
Selecting The Right Business Technology Solution and Business PartnersProformative, Inc.
Proformative recently launched the FinTech Forum webinar program series, which is designed to offer practical and actionable content in an interactive format to help finance leaders better understand and exploit business technology that can fuel competitive advantage.
5 Steps to Unlocking the Strategic Value of Finance in ManufacturingProformative, Inc.
Most manufacturing companies struggle to achieve the level of integration between financial and operational processes and data to achieve dynamic scenario planning capabilities, the desired level of forecasting accuracy, and the strategic analytics required to deliver sustainable growth. This webinar will discuss the unique challenges facing manufacturing companies in these areas, and how overcoming them delivers competitive advantage and transforms Finance into a value added partner.
Get Ready for 2015: Understanding and Adopting the New Tax Rules and RegulationsProformative, Inc.
The new year is always a time of change - and sales and use tax in 2015 is no exception. Hear sales tax compliance expert Shane Ratigan provide an in-depth overview to help you understand, prepare for, and get ahead of the state and federal tax changes coming your way.
In this webinar, Shane will take a comprehensive look at critical new state and federal tax laws, including the Marketplace Fairness Act, taxation of services, and changes for cloud-based services. Join us and gain insider information to help you better understand how changes to sales tax regulations may affect your company and your bottom line.
Board Reporting: Efficiency, Automation & Getting Beyond the NumbersProformative, Inc.
The quarterly Board book is due in 2 hours, and we just got word from the Controller that a few numbers need to be adjusted. Time to panic, right? Unfortunately, this is quite common, and many finance professionals charged with producing their company’s Board book would panic in this situation. Several Excel sheets would need to be updated, and the CEOs commentary would need revising to accurately explain the numbers. The good news is that there does not need to be a company-wide heartburn the days leading up to the Board book’s production and distribution.
2015 T&E Expense Benchmarking: Are Your Employees Splurging on the Company DimeProformative, Inc.
This document announces a webinar on benchmarking travel and entertainment expenses and identifying trends to improve budgeting and management of T&E spending. It provides learning objectives of benchmarking key expense categories, recognizing current and emerging automation trends. Featured speakers are the president of an expense management software company and a travel auditing and consulting firm CEO. An introduction is given for each company and statistics are presented on the size of the T&E market and how employees typically spend the budget.
Unlocking the Value of Regulatory Compliance to Advance Financial Planning &...Proformative, Inc.
Call reporting, DFAST, CCAR - the amount of time and energy spent by banks to comply with cumbersome banking regulations is painful at best. You can turn this process into an advantage for your company by leveraging current advances in technology to cost-effectively streamline compliance with regulatory requirements and deliver more advanced planning and analysis that fuels company growth.
PwC Presents: VC Investing – Major trends from Q3 2014Proformative, Inc.
As we predicted in our last Proformative VC update, 2014 is turning into an exciting year for venture capital, with increased investing activity and headline-grabbing exits. Please join representatives from PwC’s Emerging Company Services Group as they provide an overview of recent venture capital investment trends, interpreting findings from the PricewaterhouseCoopers/National Venture Capital Association MoneyTree™ Report, based on data from Thomson Reuters.
The Science of Incentive Compensation Programs: The DNA of What WorksProformative, Inc.
Acquiring, retaining and motivating the right talent continues to top the list of challenges identified by CFOs and other C-Suite executives at companies of all sizes. Incentive compensation plans that miss the mark can damage any company’s profitability, and even put the future of a company at risk. Yet, despite with the availability of data to better understand the behaviors of customers and those tasked with engaging and managing them, incentive compensation design and management still often fails to get its due.
Join us as Erik Charles, Principal Incentives Strategist, Xactly explains the science of an effective incentive compensation program including the essential components of its DNA.
Using Real-Time Financial Benchmarks to Drive Dynamic Decision-Making and ActionProformative, Inc.
This document promotes the benefits of using real-time financial benchmarks and peer comparisons to drive decision making. It summarizes the learning objectives which are to identify the benefits of continuous performance monitoring, learn how to develop the right benchmarks, and understand how benchmarks can deliver information to maintain competitive advantage. It then introduces Proformative as an educational resource for finance professionals with online courses and announces a new Academy platform. The remainder consists of an agenda for a webinar on using benchmarks, with speakers who will discuss transforming leadership and performance management practices.
The New World of Revenue Recognition: A Deep Dive into the 5 Steps to Recogni...Proformative, Inc.
This issuance of the new standard for revenue recognition finally happened in May 2014, and will replace the current guidance in US GAAP and IFRS for revenue recognition. The new revenue rules which represent a paradigm shift from a rules-based to a principles-based guidance can impact several facets of a business. Companies will need to adjust policies and design new processes to ensure compliance.
Aligning HR & Finance: How ReddyIce Transformed to Market LeaderProformative, Inc.
Effectively managing resources is challenging for any company, and a lack of visibility into information on operational factors that impact margins and drive demand makes it nearly impossible. Despite the fact that companies dedicate 36 percent of revenues to human capital, many accept having less than 20/20 vision into the return they’re getting from this huge investment. How are companies leveraging technology to enable systems across the enterprise (from HR to Finance) to communicate with each other to deliver the real-time information company leaders need to optimize company investments, and the consumption of company resources.
Join us as Elliott Lester, VP of IT at ReddyIce shares how his company was able to leverage enterprise-wide visibility to break down operational silos, transform processes, improve product margins, and develop actionable metrics to drive the allocation of key company resources to transform from a company on the brink of extinction to a market leader with sustainable competitive advantage.
Manish Patel, Global Vice President of Collaborative Solutions, will join Elliott in sharing actionable advice for companies to leverage
Business Analytics, Forecasting, Financial Planning: The Recipe for Impacting...Proformative, Inc.
This document summarizes a webinar on using predictive business analytics to improve performance across an enterprise. The webinar will define predictive business analytics, provide examples of how organizations can develop predictive analytics capabilities, and showcase a case study of how MetLife uses predictive analytics. Attendees will learn how to transition from static to dynamic planning that links strategy to operations, and how to leverage analytics to provide timely, relevant information to impact financial and operational performance. The presenter, Larry Maisel, is an experienced management consultant who has helped large companies implement analytics solutions to improve business outcomes.
PwC Presents: VC Investing – Major trends of the first half of 2014 and predi...Proformative, Inc.
As we predicted in our last Proformative VC update, 2014 is turning into an exciting year for venture capital, with increased investing activity and headline-grabbing exits. Please join representatives from PwC’s Emerging Company Services Group as they provide an overview of recent venture capital investment trends, interpreting findings from the PricewaterhouseCoopers/National Venture Capital Association MoneyTree™ Report, based on data from Thomson Reuters.
Driving Profitability with Professional Services AutomationProformative, Inc.
Like most businesses, Professional Services organizations need effective communication processes and 360 degree visibility across sales, services delivery, and finance. It’s no surprise that top-ranked services-driven businesses are more than twice as likely to use an integrated Professional Services Automation (PSA) solution to improve their back-office efficiencies and profit margins. In fact, organizations using PSA saw a nearly 20% increase in annual revenue, according to a recent Aberdeen report.
Join Doug Tilley, General Manager of PSA Applications at FinancialForce.com, as he discusses findings from the 2014 Aberdeen report, Driving Back Office Profitability with Professional Services Automation, including how best-in-class organizations rely on PSA to ensure accuracy and compliance, increase efficiencies, and build greater profit margins in a services-focused business.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
When I think about leadership, what I’m about to share with you are likely to be things that you most likely know but may not be fully aware of. If you agree with these authors, it means that increasing awareness to your thoughts will enable you to do some of the things that are very important to your roles as finance leaders.