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Problem 1: Using Old and Cumbersome Excel Models Many of us have developed a financial reporting process that uses workarounds for limitations in our ERP software and to ensure we can meet our deadlines without accidentally breaking something. These legacy financialmodels typically appear overly complicated.
This interest solidified during her BCom studies, where she found satisfaction in analyzing financial statements and market trends. Guided by influential mentors, Thobile recognized that finance goes beyond numbers—it impacts decision-making that drives business and individual success. What sparked your interest in finance?
FP&A teams are responsible for a variety of activities, including periodic financial close and consolidations, strategic and annual planning, monthly forecasting, cash flow forecasting, financial reporting, financialmodeling, and what-if scenario planning and analysis. RiskManagement.
The CFO’s time is primarily spent with analytics, diving into the “whys” of the numbers, the direction of the company’s performance, the factors that bring improvement, and what that improvement could look like. Everything that happens in a company flows down to the financials. You change operations, you affect the financials. .
They play a crucial role in strategic planning, riskmanagement, and driving innovation, extending their influence far beyond the finance department. RiskManagement: Given the CFO’s role in identifying and mitigating risks, tasks related to safeguarding the company’s assets and financial health are critical.
Problem 1: Using Old and Cumbersome Excel Models Many of us have developed a financial reporting process that uses workarounds for limitations in our ERP software and to ensure we can meet our deadlines without accidentally breaking something. These legacy financialmodels typically appear overly complicated.
And when you’re doing hundreds of clients a year, and mostly in the Seattle area, I guess, eventually, a very large number of the expenses are kind of consistent and start repeating after a while. But it’s funny though, because I do have a financial planner who is based in Illinois. Mindy: Yeah, yeah. Mindy: Yeah.
I did riskmanagement. Um, and they came across this article and this is not gonna come just a rise to anybody listening, but it says a recent article suggests that nonprofit staff are quitting for a number of reasons, including there’s limited growth for opportunity. I did all of the things I did accounting.
Number one, they don’t usually have a really strong answer for it. So that’s appeal, number two, there’s gotta be exclusivity. That means that it’s not very exclusive, which means that the, the, the, the potency of the appeals diluted by the number of competing options. Um, Tim, it’s so interesting.
BARRY RITHOLTZ, HOST, MASTERS IN BUSINESS: This week on the podcast, I have an extra special guest, Ken Kencel of Churchill Asset Management, CEO, Founder, President. And then I left there and joined a number of my colleagues from Drexel and launched a business that as it turns out, was pretty much a carbon copy of the business we have today.
As CFOs navigate this complex terrain and adapt their business processes, and decide how large a financial commitment to make to it, they must understand the implications for their financialmodels, riskmanagement practices, and overall business operations.
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