The CFO'S Perspective

Mark Tranter

Mark Tranter

Mark Tranter leads the business development and marketing efforts at CFO Selections®, which he joined in 2006 after co-owning a successful executive search firm. He organizes, hosts, and attends a large number of networking events, ranging from one-on-one meetings to roundtables, seminars, and forums. In this role Mark speaks with many business owners and executives who guide their organizations through transitions and transactions.

Recent Posts by Mark Tranter:

Strategic Planning from a CFO’s Perspective

A CFO’s role is one of many hats. They are expected to be a steward by protecting company assets, have operational savvy, act as a strategist, and be a catalyst for positive change. There are many projects you would expect a CFO to facilitate:

  • Facilitating M&A transactions
  • Raising capital
  • Overseeing Controller and internal auditing functions
  • Helping accounting firms prepare for an audit
  • Mentoring internal leadership
  • Managing the organization’s overall risk and liquidity
  • Driving growth initiatives 

These are all areas where a CFO adds value to a business. But one of the biggest priorities of this role should be strategic planning. CEOs and boards increasingly want a CFO that not only gets the numbers right, but that also partners with them in strategic planning.

Topics: Planning CFO Responsibilities Strategy

Do You Need a Succession Plan?

Take a second to think about your company’s key personnel - your CEO, CFO, CIO, Controller, etc. Consider everything they bring to the table and the responsibilities they hold as well as the knowledge they’ve accumulated about your business and industry. Now, imagine that they suddenly disappear.

Topics: Planning Leadership

A CEO Guide to Change Management for Financial Processes (and Financial Teams)

Change comes more from managing the journey than from announcing the destination.”  -  William Bridges

Change can be hard to navigate under the best of circumstances. When things aren't right within the financial arena, it can unknowingly create a delicate situation. CEOs should tread lightly, and yet, must still be effective leaders.

The inclination of many CEOs is to assume that because financial teams tend to be more analytical than, for instance, a marketing team, they can make changes without understanding the potential ramifications. This may not be the case. Here are some best practices for navigating change in your financial waters.

Topics: Leadership Financial Process Change Management