Steve is primarily responsible for managing the finance operations,business operations and risks.
However, Steve’s role is always evolving. Nowadays, he is more heavily involved in business strategy to improve the performance of his company.
Over 50% of his time and energy is spent in Strategic Planning and Performance Management.
• Oversee the company's cash flow; major capital investments; owned assets; acquisitions and divestitures; and the company’s growth strategy.
• Measure and monitor business performance.
• Provide input into enterprise strategy, acting as the strongest ally to the CEO.
• Often take on the role of COO, overseeing business operations.
• Become the ultimate influencer for IT investment.
• Develop talent in the finance organisation.
• Like other CFO’s he is frustrated because he depends on Excel to do budgeting and forecasting.
• As part of the planning cycle Steve produces an annual budget but by the time the 3 month process is over it’s not always useful.
• He wants and needs a process which is more flexible and doesn’t involve so much time and negative energy.
As Division General Manager, Sandy is responsible for the ultimate success or failure of the division (ultimate Profit/Loss). He is the public face of the division and the top decision maker.
Given the all-consuming nature of the job, he cannot separate the division’s success or failure from his own.
As Division GM, Sandy is looked upon as a leader in the field, with deep expertise in executive management, strategic planning and navigating business ecosystems to get Sandy has worked his way up through the company through a variety of roles with increasing managerial and executive
• Take pride in creating something of enduring value for the division, company, industry and the world.
• Experience the excitement of constantly innovating and achieving goals.
• Be recognized across the industry as a leader and innovator.
• Position the company as a strong and respected competitor within the industry.
• Oversee the division’s financial performance and growth in a highly complex and competitive environment.
• Maintain a culture of trust and collaboration across the division and business ecosystem.
• Evolve the focus of the division to one of customer centricity and value-added services, with a continuous spirit of innovation throughout the entire workforce and supplier network.
• Drive the division’s strategic vision and plan and allocate the needed funding / budget to ensure the business maintains a consistent growth trajectory in revenue, profit and market share.
• Oversee the senior management structure of the division to ensure seamless business operations and execution.
• Influence and embody the corporate culture.
• Division Revenue growth: Revenue growth, targeted growth, market share gain and financial balance.
• Division P&L: Profit & loss for the division.
• Customer acquisition: New customer acquisition and retaining of existing customers.
• Division Management: Effectively managing overall operations, strategic plan execution and budget for the division in collaboration with executive staff.
Lisa is a CEO and is responsible for the ultimate success or failure of the business.
Given the precarious state of the world economy and the rapidly evolving and increasingly complex business environment, Lisa regularly feels unprepared to successfully tackle these challenges.
• Oversee the company's financial performance and growth in a highly regulated and competitive
• Maintain a culture of trust and collaboration in the company.
• Evolve the focus of the company to one of customer centricity.
• Lay out the strategic vision of the company and determine corresponding budgets to ensure the business maintains consistent growth trajectory.
• Oversee senior management structure to ensure smooth business operations.
• Influence and embody corporate culture.
• Like most CEO’s (unless from a finance background) she struggles with numbers and she wants and needs them now.
• About 20% of her time is spent on planning but the problem she typically experiences is the current system doesn’t provide any flexibility, it’s not easy to use and it takes too long.
• She needs the ability to be able to understand quickly the impact of a change in the P&L and especially cash flow.
• If we could achieve this she could report to the Board or the Bank based on different scenarios instead of excuses and delays.
Katherine wears a variety of hats within the organisation from financial accounting to budgeting and forecasting.
She works very closely with the CFO and other functional department heads. Katherine provides strategic analysis of her organisation's financial operations and recommends future decisions that maximize its financial performance. She reviews and approves budgets and prepares forecasts. Over the last few years she has built a variety of planning models and is the only person who understands and coordinates the planning process.
• To give her company information needed to make better decisions
• Katherine aspires to improve access to and confidence in information but struggles as everyone seems to want to do their own thing. She effectively lives in Excel Hell.
• Oversee financial planning and record keeping.
• Manage financial risks in the organization.
• Establish and streamline policies and procedures to maintain system of internal control over financial.
• Ability to provide strategic analysis of organization's financial operations but typically encounters road blocks which creates frustration.
• Katherine needs an integrated approach to planning and reporting. She strongly believes an integrated approach will develop a more collaborative solution across all cost centres.
• This will allow her to provide more timely and accurate information given the companies limited resources for both strategic analysis, forecasting and financial reporting.
• Key to her and the company’s success is a timely planning solution which will provide a range of scenarios for not only P&L but also cash flow forecasting.