Given the rapid pace of change and innovation, the number and types of business growth strategies and risks have increased exponentially over the past decade. Given their leadership role as the key strategic thought partner to the business and board of directors, CFOs are responsible to help the business grow while ensuring that risks are identified, managed and integrated into the enterprise growth strategy in such a manner that they foster a growth culture while protecting enterprise value and managing downside risk.
Whether it be entering a new industry or new markets, creating new products or services, targeting new customers, forming strategic alliances, changing distribution models or any other potential innovation options, CFOs must implement an enterprise risk management process (ERM) to ensure that they strike the right balance between risk and return such that the ERM assists in fostering growth.
Member Focus: CFO Alliance Members will gather to discuss and share best practices and insights on how they balance driving accelerated growth while managing the associated risk and ROI through developing enterprise risk management processes and how they monitor and assess their impact to the top line, bottom line, and shareholder value.
Featured Case Study Guest
Andrew Farag, CFO & Senior Vice President - Corporate Development, rEvolution Marketing
Andrew Farag joined rEvolution as CFO & SVP of Corporate Development in July 2016. In this crucial role, Andrew Farag leads the day-to-day finance and operations of the agency, focusing on leveraging systems and creating automated processes to streamline operations, as well as creating a scalable platform to foster rEvolution’s continued expansion.
Andrew is a results-oriented corporate leader with broad-based experience in corporate finance, strategy, and M&A. Andrew is responsible for identifying and managing risk inherent in business processes and technology systems through financial modeling and quantitative analytics to deliver on strategic and financial goals. Andrew has a breadth of experience in leading M&A and due diligence activities, analyzing earnings, developing pro forma financial models, valuation models, and run rate assumptions to drive growth and execution of strategic initiatives. Over the course of his career, Andrew has held various finance, operations, financial planning and analysis, as well as accounting roles across multiple industry verticals including consulting services, media and advertising, and aerospace and defense.
Colin Shaw, Principal, DHJJ
Colin Shaw, CPA, is an Assurance Principal with DHJJ Certified Public Accountants and Business Advisors and serves many types of clients. He also performs employee benefit plan audits to ensure a company’s plan meets all requirements. Colin provides general business guidance for his entrepreneurial clients, along with conducting financial statement audits, reviews/compilations and preparing tax returns. In essence, he enjoys doing anything that contributes to the success and financial wellbeing of his clients’ businesses. He attended Truman State University for his Bachelor of Science in Accountancy and earned a Masters of Accountancy at Northern Illinois University.
7.30 - 8.00 Networking
8.00 - 8.15 Welcome/Heard on the Street/Heard in the Hallways
8.15 - 8.45 CFOA Member Case Study Q&A
8:45 - 9.15 Table Discussions
9.15 - 9.45 Group Share
9.45 - 10.15 RT Summary, Key Takeaways, and Next Steps
10.15 - 11.00 Networking/Meet the team, Global Advisory Board + CFOA Team Members will be available to meet with you
Learning Objectives / Key Takeaways
—How CFOs and their team’s can foster a culture of growth while establishing a strategic risk-awareness culture across the enterprise
—How to implement a robust ERM process that is integrated into strategy development throughout the enterprise in such a manner that it fosters a growth culture while protecting enterprise value and managing downside risk.
—How to identify and staff the people who have a strategic mindset and requisite skill set to assist in driving growth while managing the business risks and investment ROI.
—How to leverage the board in the strategic allocation of resources to drive growth while managing risks and ROI.
—How to gain buy-in from the management team and business unit leaders across the company to ensure enterprise wide adoption