As the highest ranking financial professional, the Chief Financial Officer (CFO) is a key member of the management team and will play a significant role in running the business and in achieving business/owner objectives. The CFO maintains a strong business partner relation with the CEO with direct reporting, and a key communication role with the owners. Annual evaluations of the CFO are often performed by the CEO. Compensation includes annual base salary, discretionary bonus compensation and may include equity appreciation incentives.
The highest quality CFO will not just have direct management of finance and accounting. They should:
• Be a key executive team member assisting in strategic direction
• Support critical business developments and operations
• Direct management of administration, legal and human resources
• Direct management of information systems
• Allocate activities and resources with increasing Enterprise Value as the guide
Communication is critical and a strategic CFO plays numerous roles:
Sr. Executive Team
CFO provokes change through financial/operational data
CFO is treasurer
CFO is investor relations
Customers and Vendors
CFO is face of economic stability
1. Education – MBA or CPA designation w/5 years’ experience.
2. Preferably manufacturing and/or production background.
3. Documented Finance, Insurance, IT and HR leadership experience.
4. Experience with ERP.
1. Safeguard all assets of the business including both tangible and intangible assets.
2. Be the primary risk identifier of the business. Lead the organization in identifying and mitigating business risks.
3. “Own the numbers” – have a thorough understanding of the key drivers of the business, where the business appears to be going, and help formulate actions to spur growth and profit.
4. Will act as a key member of the management team, challenging assumptions and business decisions to ensure impact on the financial aspect of the business are thoroughly understood before decisions are made.
5. Optimizing company performance requires the CFO to develop an unbiased, holistic, end-to-end view of the company’s full value chain—from customer needs to back-office operations to suppliers’ contributions to competitors’ positioning—and pinpoint the places that need attention. The CFO should then help business leaders convert these insights into specific action items and initiatives.
6. Develop industry-specific and company-specific metrics that better orient behavior toward customer value, link the business planning cycle to developing better capabilities, or encourage the prudent use of assets and other resources.
7. Assist in acquisition strategy (if applicable), implementation and evaluation of opportunities. Formulate operating assumptions for targets and making assumptions on incremental overhead, cost savings, synergies, etc. Will also lead financing of any add-ons.
8. Fully responsible for compiling presentation materials for monthly, quarterly, annual, and ad hoc meetings.
9. Finance, Insurance, IT and HR leadership.
10. Will motivate, supervise, and develop personnel in administrative functions.
11. Reports results of 401(k) investments to staff in conjunction with Human Resources.
12. Support Human Resources in developing vendors for fringe benefits.
13. Direct computer software and hardware selection and acquisition.
14. Direct software file maintenance needs to users.
15. Other duties typical of the CFO position.
16. Other duties as assigned.
17. Primary day to day interface with bankers/financing sources. Responsible for monitoring results in compliance with covenants and alerting management if violations of covenants might occur. Will also play a key role in any re-financings of the business.
18. Primary day to day interface with external auditors and tax personnel as required.
19. Primary day to day interface with insurance providers. Responsible for coverage levels, provider selection, strategies and compliance related to insurance. Provide an annual insurance review of the business.
20. Primary day to day interface with legal advisors as required.
21. Weekly – a “flash report” of key performance indicators that drive the business.
22. Monthly – insightful and compelling analysis of operating results to management and monthly reporting package (including the monthly financial reports) accurately and on a timely basis (within 1-3 days of monthly close).
23. Quarterly – responsible for providing accurate and timely quarterly result reporting (financial result tables and exhibits) in accordance with lender reporting requirements, along with the CEO and rest of senior management team, is responsible for providing updated forecasts for the business at least on a quarterly basis, or if dictated by business results.
24. Annual – play a key role in developing annual budgets and updates during the year, working with the CEO and the leadership team, to create annual strategic plan, develop and update the 5-year projection model, and completion of financial statement audits.
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