Talented leaders capable of excelling as general managers can emerge from various fields like Marketing, Operations, Finance, and even Human Resources. As leaders climb the corporate ladder, they develop strong organizational leadership skills, regardless of their primary expertise. However, in large enterprises with specialized experts leading M&A, tax, treasury, FP&A, and controllership, it becomes challenging to gain confidence in the 'language' of enterprise financial performance management.
As a finance leader with 35 years of experience and 26 years in Fortune 100 collaborating extensively non-finance leaders, I have had the joy of customizing learning sessions that help leaders connect what they already know to elements of financial literacy that they are less familiar with. Those ah-ha moments are priceless as they gain clarity on how to connect the dots and broaden their understanding and impact.
A customized conversation on financial statements emphasizing connections between P&L, Cash Flow and Balance Sheet terminology to set the foundation for companies seeking to institutionalize a “cash culture” and/or similar goals centered on enterprise value.
Unpacking the phrase – “Adding value.” We explore the meaning beyond the typical esoteric way of using the phrase – with emphasis on how a company makes money – to strengthen the connections for teams on how they impact profits directly or indirectly.
Developing an enterprise mindset for building a data analytics ecosystem. 92% of organizations report that the primary inhibitor to achieving data analytics success was organization culture. Organizations, especially large ones, have historically low collaboration between operations and IT. We address the interdependent relationship between people, process, and technology to optimize impact on business needs.