The CFO'S Perspective

When talking with colleagues these days it is common to hear people discussing the effectiveness of remote work, especially regarding consulting work. We hear partners and clients saying things like, “I just don’t think we can replicate the kind of interpersonal relationships we used to have virtually.” Yet, at the same time, we hear their employees expressing little desire ever to return to the office full-time, opting instead for fully remote or hybrid work arrangements. This dichotomy begs the question, “Which is better, in-person or remote?”

The last decade has seen an unparalleled push for greater efficiency. Increased automation across all business sectors has ushered in a focus on “faster” and “cheaper.” And while these are certainly important pursuits amidst rising labor and materials costs, they certainly should not be a company’s only focus. Chasing faster and cheaper almost always comes at the expense of “better,” which is a shame because “better” can actually go a long way in achieving both.

Since we work with many companies across industries, we have an opportunity to get an inside view of hundreds of accounting departments along with other operational areas, including IT.  We see that with our clients, as with many other businesses, it can be really challenging to find time to improve the security of computing systems – there always seems to be something more urgent.

Obviously, you cannot simply make business debt disappear. (Wouldn’t that be nice?!) But what you can do is make it more manageable, so it is easier to pay off.

Debt restructuring and debt consolidation are two debt management strategies that companies can use when they need help getting out from under their debt. There is a lot of confusion around these two financial debt management tools, which is why we have decided to put together a quick resource to help business owners and CEOs understand their options.

It is being mentioned on the news, among coworkers in team chats, and over dinner with family day after day. It is keeping Americans (especially business leaders) up at night. In fact, every client meeting we have these days has some discussion around it. What is it? Uncertainty.

Today’s culture is wrought with uncertainty that is absolutely sweeping through every industry. Rising inflation, COVID surges, interest rate hikes, a dramatic increase in the cost of living, the war in Ukraine, and a potential recession all have business leadership mired in a constant state of uncertainty. From professional services and hospitality to tech and manufacturing, uncertainty is taking a toll. And unfortunately, it does not show any signs of dissipating any time soon.

In response, many organizations have begun leaning even more heavily on their CEOs and CFOs to guide them through these tumultuous waters. Consumption patterns have changed, new buying trends have emerged, and supply chains have become murky, reducing confidence levels in business forecasts. And amid it all, CFOs are being asked to manage cash flow, oversee new business priorities, and aid in constantly shifting strategic planning initiatives.

Today’s top CFOs are vastly different than their predecessors because the CFO role itself has changed so dramatically over the last few decades. What used to be a strictly numbers-based executive financial role, has now evolved into a pivotal leadership position that touches numerous areas of the company including HR, IT, operations, manufacturing, sales, and marketing. And this sweeping change has ushered in a shift in what is expected of a CFO’s skillset as well.

The most salient difference is how today’s CFOs are required to utilize technology. CFOs are expected to be well versed in technology options for streamlining operations, meeting business needs, informing strategic decision making, and maximizing growth. As a result, tech proficiency has become the single most newly sought after skill when hiring a new CFO.

According to CFO.com the most common reasons for a CFO change are:

1. As a follow-up move to a CEO change
2. A voluntary decision to pursue a better opportunity
3. To get the right personnel in place to take a growing company to the next level

The article goes on to say, “Finding out precisely how many finance leaders have been asked to take a hike in the wake of accounting fiascoes, earnings disappointments, failed mergers, or unsound investment decisions is trickier, since most of them are effectively silenced by generous severance packages.” While this article speaks directly to publicly traded companies, the same rationale holds true for private companies. We know that firing a CFO for performance-related reasons is by no means the most common reason for separating. However, it is difficult to pinpoint the percentage of companies that have let their CFO go due to underperformance because neither party is going to readily admit that was the reason for dismissal. However, it certainly happens. And when it does, the process poses a uniquely difficult scenario.

Firing an executive of any sort is a daunting task, but letting your CFO go provides an added host of challenges. Since companies task their CFO with the financial management of the company a CFO may possess critical financial knowledge and planning information that can be lost when they are terminated.

Rapid growth in the US economy and the lingering impact of the pandemic on global supply chains have created problems for almost every industry.

The construction industry has been impacted by shortages of certain glues used to make composite building products leading to escalating construction costs and lengthy project delays.

The automotive industry has been impacted by the well-publicized shortage of computer chips, which is caused by the shortage of chip manufacturing capacity. Underlying causes include shortages of certain critical raw materials and a very small number of chip manufacturing equipment manufacturers.

Even restaurants have been hit with shortages of food containers for to-go orders because of shortages of natural gas feedstock for container manufacturers.

Nearly every business has been beset by delays in the delivery of everyday supplies that can be traced to a shortage of workers in the transportation and distribution industries.

There aren’t enough workers to load trucks at the warehouses or drive them down the highways. If essential supplies are available, they are likely to be higher-priced and available only with extended delivery dates.