1 The CFO Forum Conference Program as of April 8, 2015; Program subject to change KEYNOTE ADDRESS How International Economies Impact Us David Hale, Global Economist and Advisor to Fortune 500 Companies STRATEGY Optimizing The Revenue Opportunity Carter Hinckley, Managing Director, Blue Ridge Partners Enterprise Risk Management Prakash Kolluri, VP Global Finance Risks & Controls, Sony Music Entertainment Ensuring IT Investments Produce Business Value: An Agricultural Approach Rob Collins, former CIO, Cognos & City of Ottawa Dr. Gerald Grant, Director Ph.D. Program, Sprott School of Business, Carleton University & LEADERSHIP CFO As Partner To The CEO John Jureller, CFO, Frontier Communications CFO Effective Communications To All Levels Within The Organization Kelly Gall, Group CFO/COO, Interbrand Corporation The High Performance CFO: Predictable Revenue, Passionate Teams, Profitable Growth Christine Comaford, Leadership and Culture Coach, New York Times Bestselling Author OPERATIONS Reaching For Operational Excellence Through People Brian Rains, Global Operations Excellence Practice Leader, DuPont Sustainable Solutions Outsourcing & Shared Services Joe Killian, Principal - US Finance & Shared Services Leader, PwC TECHNOLOGY CFO-CIO Partnerships: Bridging the Gap between ROI and Technology Costs Keith Fowlkes, Chief Information Officer, Centre College Cyber Security and the CFO: An Inside Look at the Financial and Business Challenges Caused by Next Generation Cyber Attacks Michael Sheridan, CFO & Senior Vice President, FireEye David Damato, Managing Director, FireEye/Mandiant
2 KEYNOTE ADDRESS How International Economies Impact Us David Hale, Global Economist and Advisor to Fortune 500 Companies David Hale is a Chicago-based global economist whose clients include investment management firms, major hedge funds, and multinational companies. He is the founding chairman of David Hale Global Economics and China Online which provides daily business news on China. Mr. Hale serves as the Global Economic Advisor to the Commonwealth Bank of Australia. He formerly worked as chief economist for Kemper Financial Services from 1977 to 1995 and Zurich Financial Services which he joined as chief economist when it purchased Kemper in He advised the group s fund management and insurance operations on the economic outlook and a wide range of public policy issues until 2002, when he founded Hale Advisers. Mr. Hale holds a B.Sc. degree in international economic affairs from the Georgetown University School of Foreign Service and a M.Sc. degree in economics from the London School of Economics. Mr. Hale is a member of the National Association of Business Economists and the New York Society of Security Analysts. He writes on a broad range of economic subjects and his articles have appeared in the Wall Street Journal, The Far Eastern Economic Review, The Financial Times of London, The New York Times, The Nihon Kezai Shimbun, The Australian Financial Review, The Harvard Business Review, Foreign Affairs, Foreign Policy, National Interest, and other publications. He lectures worldwide, to groups including the World Economic Forum, the Fortune Global CEO Conference and the National Association of Governors. He has frequently testified before Congressional committees on domestic and international economic policy issues and does briefings for senior officials in the executive branch, including President Bush. He has also been a consultant to the U.S. Department of Defense on how changes in the global economy are affecting U.S. security relationships. In September 1990, the New York chapter of the National Association of Business Economists conferred upon Mr. Hale, the William F. Butler Award. This award is conferred annually by the society upon a business economist who has made an outstanding contribution to the field. Other recipients have included Paul Volcker, Geoffrey Moore, Lawrence Klein, Alan Greenspan, and Otto Eckstein. Mr. Hale is a member of the Academic Advisory Board of the Federal Reserve Bank of Chicago, and the Hong Kong Monetary Authority as well as a variety of government and private sector economic policy research groups in Washington, Tokyo, and Berlin. He was also recently appointed to the Competitive Markets Advisory Council of the Chicago Mercantile Exchange. Mr. Hale also maintains close ties to his native state of Vermont and has served on advisory boards in its state government, including the Council of Economic Advisors. He is a member of the Council on Foreign Relations in both New York and Chicago, and is a long-time member of the Australian American Leadership Dialogue.
3 STRATEGY Optimizing The Revenue Opportunity Carter Hinckley, Managing Director, Blue Ridge Partners A transformation has occurred in sales and marketing. Buyers have access to a wealth of information enabling them to narrow their options and negotiate from a point of strength. Sellers need to adapt to these changes and CFO s have an important role in helping sales and marketing succeed in this new environment. In fact CFO s are uniquely positioned to optimize the revenue opportunity in their companies. During this session we will examine today s key success factors for sales and marketing and how CFOs in the most successful companies have contributed to the maximization of sales and profitability. 1. Five ways CFO s can help optimize the sales opportunity 2. The error many CFO s make when they try to optimize the sales opportunity 3. Obstacles to improving sales performance 4. How finance can assess their effectiveness in supporting sales Carter has more than 30 years of experience in sales, senior management and consulting all focused on helping firms grow sales more effectively. Most of his experience has been in the software, technology and financial services industries, working with firms in transition due to acquisition, product maturity, or changing markets and channels. Before joining Blue Ridge Partners, Carter started, grew and sold a software consulting firm dedicated to helping firms use CRM and other software to increase sales. Prior to that he worked in marketing at Merrill Lynch, consulting at Booz Allen, and software development at The Boston Company. Carter holds an MBA from Harvard Business School, an MS in Computer Science from Harvard Graduate School of Arts and Sciences and a BA in Math and Computer Science from Lake Forest College.
4 Enterprise Risk Management Prakash Kolluri, VP Global Finance Risks & Controls, Sony Music Entertainment
5 Ensuring IT Investments Produce Business Value: An Agricultural Approach Rob Collins, former CIO, Cognos & City of Ottawa Dr. Gerald Grant, Director Ph.D. Program, Sprott School of Business, Carleton University & Organizations spend large sums on Information and Communications Technology but are often left wondering if they get any returns on these investments. IT is seen as essential to transforming organizations but too often just consumes funds without meeting expectations. CFOs are frustrated by the focus on technology that often cannot be related to the organizational objectives. As a CFO, are you in a position to: 1. Understand how your IT investment/spend fits with organizational objectives 2. Assess the business value that will be returned from a specific IT investment 3. Assess the overall business value of the large IT budget 4. Kill IT projects early if they are not going to provide the necessary ROI Dr. Gerald Grant of the Sprott School of Business at Carleton University and Rob Collins, former CIO of Cognos and the City of Ottawa, argue that instead of applying a rigid engineering approach to governing and managing IT, executives should think more like a farmer, taking an agricultural view that gives primacy to delivering the harvest : business value resulting from IT investments. By focusing on that harvest, instead of only the schedule, organizations can ensure that they get the results that they need or that they can kill projects early before they have wasted precious resources. It also provides a basis to compare IT investments to other business investments. This approach is not limited to new projects. This same Agricultural Model can be used to audit existing IT systems for business value. This can provide the basis for better management of those large IT budgets and create common ground between IT and the rest of the organization. Rob Collins is an experienced technology executive with has more than 30 years experience. Most recently Rob was Transitional CIO for the City of Ottawa where he was brought in to turn around that organization s approach to IT. Rob is currently collaborating with Dr. Gerald Grant of Carleton University s Sprott School of Business. They are building on Dr. Grant s research to create professional development tools that will help organizations focus on value and improve returns from investment in IT. Gerald Grant is an Associate Professor, Coordinator of the Information Systems Area, and Director of the Centre for Information Technology, Organizations, and People (CITOP) at the Sprott School of Business, Carleton University in Ottawa, Canada. He obtained his PhD in Information Systems from the London School of Economics and Political Science, London, United Kingdom.
6 LEADERSHIP CFO As Partner To The CEO John Jureller, CFO, Frontier Communications This is a discussion group or executive exchange of knowledge and expertise. Join this small round table setting of 8 to 12 peers moderated by a fellow CFO to share your insights and questions on this topic. Questions may be submitted to the moderator prior to the event. Increasingly, CFOs are playing a key role in developing and implementing strategy within their company, partnering with CEOs to creatively design growth opportunities for the future. Successful CFO leadership requires a deeper understanding of strategy and an ability to effectively communicate financial acumen and knowledge to non-financial colleagues. In this discussion group John Jureller, CFO of Frontier Communications since the beginning of 2013, will share his knowledge and expertise on how he put the right finance team in place to help grow the business and building an analytics capability to provide decision-making insights across the company. He will share how this process enhanced his role as strategist and catalyst at Frontier Communications. 1. How to improve the insights finance delivers through analytics 2. How to built out your CFO role as a strategist John M. Jureller is Executive Vice President and Chief Financial Officer for Frontier Communications, joining the company in January John has held numerous senior financial positions in public and private companies, including as chief financial officer, strategic development, corporate finance, operational finance and as a restructuring professional. He has extensive experience throughout the U.S. and internationally in developing and executing strategies that enhance shareholder value, drive growth, raise capital, build organizations to enable companies growth agendas and, where required, restructuring businesses to maximize outcomes. Prior to Frontier, John has worked with companies such as General Atlantic LLC, WestPoint International, Inc., AlixPartners, LLC, PepsiCo International, Emcor Group, Inc. and GE Capital. Mr. Jureller earned a B.S. and an M.B.A. from Cornell University. He sits on the Board of Directors of White Plains Hospital in White Plains, New York and chairs the hospital s Finance Committee.
7 CFO Effective Communications To All Levels Within The Organization Kelly Gall, Group CFO/COO, Interbrand Corporation This is a discussion group or executive exchange of knowledge and expertise. Join this small round table setting of 8 to 12 peers moderated by a fellow CFO to share your insights and questions on this topic. Questions may be submitted to the moderator prior to the event. In this forum, we ll explore together the complexities of effective communication to multiple audiences within your organization. As CFO, how do you effectively communicate to your Board, to your leadership partners and to staff? Do all audiences receive the same message or the same level of detail? Likely not as our communications must be appropriately tailored to each audience and objective. Should be pretty simple, right? But it isn t. In today s fast-paced business environment which is demanding more and more transparency coming from all levels of the organization, planning what to share and how to communicate effectively and with clarity requires more strategy than ever before. In a moderated discussion, we will focus on strategies to: Understand your audience. Who are you speaking to? What is their level of knowledge, understanding and interest in what you will be communicating? Start with the objective. What are you communicating and why? What do you expect the audience to take away from your communication? Think about the level of detail. What level if information is required? Too much or too little information can derail the objective of your communication. Decide the level of detail and transparency by linking this decision directly to your objective. Ensure clarity. How do we ensure our communication is clear and understood as we intend it? Address today s requirement for more transparency coming from some very unexpected levels within your organization. 1. Gain insights on how to tailor messaging based on the audience, topic and objective 2. Learn to better navigate the complexities of transparency as well as clarity 3. Learn some key strategies for messaging to non-financial professionals Kelly Gall serves as Global Chief Operating/Chief Financial Officer for the Interbrand Group of companies. She is responsible for the financial health and operational performance of the network s 33 offices spanning 27 countries. Kelly's 25-year background in financial and operational leadership has been centered upon the improvement of business performance through efficiency and process excellence.
8 The High Performance CFO: Predictable Revenue, Passionate Teams, Profitable Growth Christine Comaford, Leadership and Culture Coach, New York Times Bestselling Author In this value-packed program you ll learn key neuroscience techniques that have enabled 50 of the fastest-growing North American companies plus tech titans Google, Apple, Microsoft, Oracle and others to get year-over-year profitable growth and have lean peak-performing teams. You ll leave this program with techniques you can immediately apply to improve the outcome of your next quarter. Key takeaways include: How growth and the lack of it is surprisingly formulaic and predictable. A template to ensure you navigate to, and through, your next revenue target How leaders unintentionally activate the pain network in the brain and how to activate the reward network to enable employees to have profound insights and powerful momentum The 2 best ways to get deeply loyal high performing employees without spending a dime As a result of this training you ll be able to: Shift colleagues, team members, board members from their Critter State (fight, flight, freeze) into their Smart State (full access to emotions, innovation, desire for positive outcomes) Increase focus and gain/maintain momentum via high value activities Keep people focused on the outcome they want, not the problems in the way Forge deep emotional engagement by fulfilling a significant need that all humans have What will this mean for your business? Continued use of and additional training in these techniques have brought business leaders Revenue and profit growth up to 210% annually Employees 35%+ more productive Emotional engagement up by % Sales closed up to 50% faster and up to 44% more of pipeline closed 1. Understand the correlation between personal relationships and influence 2. Appreciate that developing deep connections quickly creates competitive advantage 3. Learn proven neuroscience techniques to gain buy-in and agreements For more than 30 years Christine Comaford has been helping leaders navigate growth and change. The woman Bill Gates called super high bandwidth, and Bill Clinton thanked for fostering American entrepreneurship is renowned for assisting her clients in creating predictable revenue, fostering engaged and passionate teams and achieving highly profitable growth. The potent neuroscience techniques Comaford teaches are easy to learn and immediately applicable to help leaders recognize blind spots, expand their vision and effectively influence outcomes. As an entrepreneur, she has built and sold five of her own businesses with an average 700% ROI, served as a member of the board of directors or advisory board to 36 businesses and has invested in more than 200 startups including Google. Comaford has been a White House consultant for both the Clinton and Bush administrations as well as for 700 of the Fortune 1000 and 300 mid-market businesses. Both of her books, SmartTribes: How Teams Become Brilliant Together and Rules for Renegades are New York Times bestsellers.
9 OPERATIONS Reaching For Operational Excellence Through People Brian Rains, Global Operations Excellence Practice Leader, DuPont Sustainable Solutions Operational Excellence is currently #2 on the list of CEO s greatest challenges. Rising complexity, costs and risks along with greater societal expectations have combined to make flawless execution more important now than ever. The need for operational excellence is now. In 2006, DuPont embarked on a new chapter of its Operational Excellence journey through the deployment of an integrated Production System. The objective has been to create value for the company and their customers through a culture of employee engagement focused on continuous improvement in the execution of the company s technical best practices. Leadership has a key role in driving this performance and cultural transformation. And now, through its external consultancy, DuPont Sustainable Solutions, deployment of the Production System is happening at client sites globally. This presentation will present a joint case study from both inside DuPont and externally and how People are driving improved business results. Share with the audience how critical it is to find proper balance between.. 1. deploying the right best practices (the what) 2. building a leadership led employee engagement culture (the how) that will achieve maximum long term business value (or Operational Excellence.) Brian D. Rains is the Global Operations Excellence Practice Leader for DuPont Sustainable Solutions. Previously, he started the Operations Risk Management Practice in He frequently publishes and presents at meetings around the world on a wide range of Operations Excellence topics. Brian started his career with DuPont in 1981 and gained extensive experience primarily in manufacturing and technology. He held Plant Manager positions in the USA, Spain and Singapore as well as other leadership assignments in engineering and technology. Brian earned a B.S. degree in Chemical Engineering from Brigham Young University. He is married with 3 children and 5 grandchildren.
10 Outsourcing & Shared Services Joe Killian, Principal - US Finance & Shared Services Leader, PwC Insights, hard lessons and group therapy from the front lines of global business services Are you getting everything you expect from your firm s business services and operations? Are you dealing with increasing challenges in finding and retaining the right workforce to run your operations as they continue to migrate globally? Are you struggling to sort through the ever increasing volume of data and hype surrounding the latest megatrends? And are you looking for pragmatic practices and solutions that can work in the real world? Then please join Joe Killian, PwC s US Finance and Operations Leader as he moderates a group discussion and shares his personal and sometimes exasperating journey through the maze of delivery models, outsourcing strategies, global supply chains and evolving technologies to build PwC s global business services. 1. Address the leadership challenges and evolving expectations for shared service leaders today 2. Share experiences and actionable insights to deal with the challenges of building and sustaining business operations 3. Network with colleagues and learn through collaboration and discussion 4. Learn something that I did not know 5. A bit of group therapy as you hear from peers and learn how they are dealing with similar issues and challenges Joe leads PwC s US Finance organization, and is also the Managing Partner of the firm s Enterprise Solutions Center (ESC) located in Tampa, Florida. The Tampa ESC includes over 1,100 PwC staff and provides Finance, Human Capital, IT, Knowledge Services, Partnership Tax/Affairs and other shared services to PwC US and other territories within PwC s global network. During his nearly 30 years with the firm, Joe has held a number of senior leadership positions. Prior to his current role, Joe was responsible for PwC's Real Estate portfolio, Travel, Meeting & Events Services and Security teams.
11 TECHNOLOGY CFO-CIO Partnerships: Bridging the Gap between ROI and Technology Costs Keith Fowlkes, Chief Information Officer, Centre College Many business leaders see technology as the toilet that won t stop flushing while others see it as a crucial strategic advantage. This session will discuss how CFOs can better frame return on investment in information technology projects into the larger financial picture. We will also try and bridge the gap between unique demands placed on the CFO and the CIO and how they are more similar than one might think. Topics of discussion will include collegial trust, transparency and collaboration along with the central need for an ongoing vernacular translation between the financial and technology operations. Keith Fowlkes has been in technology leadership for nearly 25 years in both higher education and business. Fowlkes has spent most of his career in higher education as a technology leader and educator. He has also been a strategic technology consultant for organizations such as Goodyear, The RCA Championships and a number of private technology start-ups. He has taught a variety of college courses, from technology project management to information systems management. He has served as CIO at Saint Mary s College and Vice Chancellor for Information Technology and CIO at the University of Virginia s College at Wise. He currently serves as Chief Information Officer at Centre College- one of the top private colleges in the U.S. as reported by Forbes, Kiplinger s and U.S. News & World Reports. Fowlkes is also a frequent contributing writer for InformationWeek and the ACUTA Journal and a frequent speaker on topics ranging from technology management to open source software development.
12 Cyber Security and the CFO: An Inside Look at the Financial and Business Challenges Caused by Next Generation Cyber Attacks Michael Sheridan, CFO & Senior Vice President, FireEye David Damato, Managing Director, FireEye/Mandiant Cyber security is as an important a consideration as any aspect of a CFO s responsibilities. Consider the high-profile breaches making headlines almost daily and it is clear that the financial and business challenges resulting from these exploits strike at the heart of the focus of CFOs and their finance teams. This session will provide a first-hand, inside look into these attacks and the particular risks cybercrime creates for CFOs and their organizations. David Damato will share his first-hand experience with some of the most damaging and public incidents in recent years to spotlight the unique cyber security challenges facing CFOs, including the protection of proprietary and private corporate data and defense against attacks that can have a material impact on organization s financial performance. CFO Mike Sheridan will share his personal perspective as a finance professional with a particular challenge: managing risk and maintaining a focus on corporate governance for a security company that is a prime target for today s threat actors. This session will also address the personal threats facing CFOs and other c-level executives. Their report - Hacking The Street: FIN4 Likely Playing the Market details the work of a sophisticated threat group attempting to obtain an edge in stock trading by obtaining access to insider information. This FIN4 group targeted the s of CFOs and other C-level executives, as well as legal counsel, regulatory, risk, and compliance personnel, and other individuals who would regularly discuss confidential, market-moving information. 1. How are these developments reshaping the cyber security focus of CFOs? 2. How are they and their finance organizations stepping up the battle against these threats? 3. How the CFO is playing an increasingly significant role in advocating for and pursuing critical security investments that promote long-term business growth. Michael Sheridan has served as FireEye Senior Vice President and Chief Financial Officer since June Since joining FireEye, the company has grown from a few hundred employees to more than 2,500 today and is projected to have revenues of nearly half a billion dollars in In the fall of 2014, FireEye achieved one of the most highly-valued cyber security IPOs of all time. Mike has more than 25 years of financial, operation and business management experience. Before FireEye, Mike oversaw all financial endeavors for several technology companies. A Managing Director with FireEye/Mandiant, David Damato has over a decade of experience in performing and directing consulting services, including enterprise incident response, incident remediation, security assessments, and security program development. Based in New York, David works closely with senior leadership at the company s clients in order to investigate and remediate complex incidents associated with nation states, organized crime, and other targeted threats. David has also successfully developed strategies to help clients cost-effectively limit the impact of future attacks.
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Foreword I ve always wanted to start a company. I grew up watching my father build a chain of apparel stores, and I started my first business, Liberty Software, when I was 15. A friend and I wrote computer
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