With the recent issuance of OMB (Office of Management and Budget) Memorandum M-25-13 calling for the pausing of financial assistance for programs and activities implicated by the President’s DEI-focused Executive Order (E.O. 14151), many nonprofits are trying to evaluate the financial impact that may result. While all of this may end up in court, or require additional legislative action, nonprofit organizations that rely on federal funding would be wise to take proactive steps now to assess and mitigate potential risks that these kinds of policies could create in the coming weeks and months. To safeguard operations in response, organizations should follow these key steps as soon as possible:

These days the same misconceptions around CFO and Controller roles that have lingered for decades appear to be just as sticky as always. Time and again we hear the misconceptions reiterated that “a CFO only handles finance” and a Controller is “really just an accounting CFO.”

So, we’ve created this resource to set the record straight for business leaders that are looking for financial direction and don’t understand which role their small or mid-market company needs or why it really matters one way or the other.

But before we can talk about how a CFO and Controller are different, we need to explain why it matters at all. It’s important to understand that clarifying the distinctions between CFO and Controller roles isn’t just a matter of semantics. CFOs and Controllers are two distinct roles that serve two distinct functions within a business. Both are important and, when executed well, they will complement each other to aid in strategic management and foster growth. Once you understand that these roles are meant to work together, defining each becomes a critical component organizational alignment.

As a CPA, CFO, and business owner for nearly 20 years, I’ve participated in business development to some degree throughout my career, but last year I transitioned into a full-time business development role. I made the switch because I love helping business owners achieve greater success and I’m passionate about supporting my fellow CFOs and team members by showcasing their incredible talent and accomplishments. As a relationship-driven person, I thrive on building and deepening meaningful connections that create mutual value and drive positive outcomes for everyone involved, so the role was a natural fit. But the best part is that making this change taught me a lot about business development that I can now share with you!

With ethical challenges on the rise employee accountability is more important than ever before! And while employers understand that holding employees accountable for their actions at work is a key component of risk mitigation, they often struggle with how to achieve accountability in a way that’s financially responsible, ethically sound, and operationally sustainable.  

If you’re feeling overwhelmed thinking about how to shore up your accountability efforts, we have some helpful tips to share with you to reduce risk and improve business outcomes. Remember, effective accountability is achievable for all organizations regardless of size, budget, workforce, or industry – so let’s dive into the year’s most important accountability initiatives!

These days we’re hearing a lot of clients ask, “How is AI going to affect my business?”

Unfortunately, there’s a lot of fear mongering going around related to AI based on largely unfounded concerns. There’s an uneducated belief that AI could steal jobs away from skilled professionals across various business facets like accounting and finance. However, this is simply untrue! AI is not going to replace your accountant, but what it is going to do is make professionals across finance, accounting, tax, treasury, procurement, and audit better at what they do!

When it comes to ethics in accounting the data is in and the numbers aren’t pretty! According to a global study on ethics by the Association of Chartered Certified Accountants (ACCA), 55% of accounting professionals surveyed said they have witnessed unethical behavior at some point in their careers and 25% said they have previously experienced pressure to act unethically. It’s no surprise then that 41% of respondents reported that ethical leadership and culture were top priorities at their organizations.

Sarah Lane, Head of Ethics and Assurance at ACCA responded to these findings in saying, “These insights underscore the need for robust ethical leadership and culture in organizations, and ongoing learning and development to support professional accountants in navigating these challenges.”

So, how can accounting and finance leaders combat these kinds of ethical challenges more effectively? Addressing today’s increasingly complex ethical issues requires strong leadership!

As I was working on this article, the region where I live was hit by a "bomb cyclone" – an ocean-generated storm that, while not rising to the level of the Atlantic and Gulf Coast hurricanes, still did plenty of damage to our electrical grid. The CFO Selections/ASP/Valtas Group headquarters and my home office were both without electricity for several days. This experience reminded me that whether it’s at work or at home, being prepared for an emergency is always important.

Most of us believe we are ready for the everyday kind of disaster at work, whether we’re working at home or in a traditional office. We may carry extra cash and safety pins, and our cell phones allow us near-instant capability to “phone a friend” if we need help because something unexpected happens. And while these things are enough for ordinary days, taking a little time to plan before an “unordinary” day happens can make getting through it a whole lot easier.

There is no one better positioned to create sustainable financial success inside a business than the CFO. A CFO takes their financial expertise and channels it into a strategic leadership role to create financial success for the company and its stakeholders. As such, their responsibilities include: budgeting and forecasting, managing mergers or acquisitions, and handling compliance issues.

A CFO has a deep understanding of your business model and your banking relationships, works with your board of directors, prepares detailed financial and management reports, works with auditors, oversees tax planning, and sets policies around controls and payroll. The CFO role is forward-thinking as they consider economic, industry, tax, government regulation and social issues. As such, a CFO is especially valuable for a company that is growing quickly, employs a large number of employees, and/or has complex product lines. CFOs also bring tremendous value to a company when it is considering making an acquisition, preparing itself to be acquired, or has its sights set on obtaining funding.

However, knowing what kind of value a financial leader can provide doesn't answer the question, "Do I need a CFO yet?" So, how do you know when it is the right time in the evolution of your business to bring in a CFO?