KPMG have been fined £21 million for "exceptional" failures in its audit work for Carillion. Join 20,000+ Finance & Accounting professionals and get: □ What are you doing to keep people informed, involved, interested, and inspired? In other words, every day we wait is a day we fall behind.Īnd, as an added benefit, tying tactics back to strategies means people keep thinking about whether said strategies still make sense - that's key for fighting status-quo biases. Then, I can stress that our main competitor is likely already running with that automation, given their recent public statements about embracing efficiency. That helps with keeping things in perspective.įor example, let's assume the mission is to become the number one software platform in a given niche and I'm arguing for an investment into automating a time-consuming process for our sales team. ![]() When presenting financials, I try to link the key message to the company's mission, or at least to the #1 strategy for the year. Getting them to stay involved, interested, and inspired is tough. Keeping people informed is the easy part. Terrific experiences because it helped key people make decisions which created value: getting us closer to goals. Some of these projects were requests, some I created and ran with because I was curious. Several of the one off projects, ad hoc, what if analysis I’ve completed providing eye opening (multiple millions $) results to my audiences came from combining transferable skills. Transform month end reporting leading to opportunity to review results quickerįree up time for strategic thinking, analysis and planning Profitability models by key revenue streams How important is it to you to help hit goals Desire to understand various key audiences goalsĭesire to be great partner and sounding boardĬombining various skills from above can lead to impact/results quicker than many people realize. Respectful and polite: challenge status quo while also encouraging same in return Turn mistakes by others into great learning and developing experiences for others Team building (empower, encourage, support) What are some of the skills that seem to be transferable? In no particular order: In my case I typically have zero or very little industry experience early on. I’ve had some success key finance roles in various industries last several years mostly small or medium size businesses. Helping create value in various industries, lacking industry experience early on. That's how you build your strengths and reputation So be free my friends and learn by discovering other companies, other industries, other markets. So a complete other profile than Google's CFO, Ruth Porat: he almost always worked in Finance and just proved his way by bringing value beyond reporting and forecasting.īut 1 thing he did changed the game: he changed jobs inside and outside his original company. His stewardship has been marked by a combination of aggressive capital return programs (like share buybacks and dividends) and prudent fiscal management ![]() he's known for his particular style in Apple's Quarterly earnings conference calls Under his financial leadership, Apple became the first company to reach a market capitalization of $2,72 trillion today. Let's agree the Telco tech market and printers market are a little bit different but the role involved a strong leadership in a cost reduction environment.Īnd whatever the company type, Maestri had experience in that and could help Xerox during 2 years.Īll these merits and the credibility he managed to create helped him get the position of Apple's CFO (after first being Corporate Controller in 2013) ![]() new challenge working on the integration of Nokia's and Siemens' network equipment businessesīut he managed to do that successfully during the 2 years he was there and decided, again, to change industry to become □□□□□'s CFO His tenure at GM culminated in the role of CFO for GM Europe, where he managed operations spanning 45 countriesĪfter 20 years, he switched cars for Telco technology provider □□□□□ □□□□□□□ □□□□□□□ switched from Finance to Operations (and vice versa) He started his career at □□□□□□□ □□□□□□ for the biggest part of his career He hasn't worked in the same industry before Apple We often hear here and there that you have to specialize in an industryīut knowing the story of the CFO of the company with the largest market cap in the world might change a bit this misconception Luca Maestri, Apple's CFO, is there to prove it works CFOs change industries, why shouldn't you?
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