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You are here: Home / Archives for CFO / New CFO

February 25, 2015 By Samuel Dergel Leave a Comment

CEO: When Your Brand New CFO Leaves

Dear CEO,

I noticed in the news that the CFO you hired with big fanfare only a couple of months ago has left. Your press release quoted your recently new and currently past Chief Financial Officer saying that he is returning to his previous employer because the role is too good of an opportunity to pass up.The CFO Revolving Doors

I have never been Chief Executive Officer of a publicly traded billion-dollar revenue company. I do imagine, however, that the conversation your new CFO had with you must have felt like a kick in the gut, among other places. I am sure that it was not a good day for you.

You know more than most that the past can never be changed. The question remains what can be learned from this ordeal.

While I was not involved in the drama that evolved both before, during or after this incident occurred, I have seen it happen too many times in my weekly coverage of CFO Moves across the US, Canada and the UK. Here are some pointers that you can give to other CEOs so that this does not happen to them.

1) Don’t fall in love with the wrong candidate. Technical, interpersonal, leadership, communication skills are all great. But to hire a great CFO to take you to the next level, you need to connect with motivation of the candidate.

2) Be honest with yourself. You may run a great company but your CFO to be is coming from an ever better environment, understand why they are saying yes. If you know you are runner-up, you may find yourself holding the bouquet at the alter.

3) It’s not just about money. Never, ever think that a CFO takes a role just because of the compensation package. Sure, CFOs are money motivated, but once basic needs are met, other needs are much more important.  (Maslow’s hierarchy of needs is the same for CFOs, except their basic needs are different than most).

4) Select your executive search partners carefully. I know that you understand the value of working with retained executive search for hiring your key leaders. Not all search firms are created equal, and not always should a search firm you have used in the past be the one you use for a critical search like your next CFO. One key differentiator you search firm needs to have is the ability to truly connect with the executive candidates. When looking for a Chief Financial Officer, a great retained search team has the ability to act as an advocate for the needs of the CFO candidate. The closer your recruiter can become a true partner to your CFO candidate, the better opportunity you will have for hiring a CFO where you will be his or her first choice.

If there is a cloud to this silver lining, it is that your recently retired CFO is available to cover until you hire again. I wish you all the best in hiring your next CFO. This time, I know you will make a better choice.

Wishing you continued success,

 

Samuel

Filed Under: books for CFOs, Failure, Guide to CFO Success, How Samuel Helps, Restructuring

January 7, 2014 By Samuel Dergel 4 Comments

CFOs, Are You Doing Your Job?

As an executive search professional that focuses on the office of the CFO, I am involved with the hiring of Chief Financial Officers for companies. Unless I am working to help a company hire their first CFO, the mandate I have is to replace a current CFO or a Chief Financial Officer that has left.

While only having the time to work on a handful of CFO searches at a time, you may know that I track CFO movement on my CFO Moves Blog. When I combine my personal direct involvement with helping companies hire their Chief Financial Officer with my tracking of hiring and unhiring of CFOs across the US, Canada and the UK, I see many CFO getting replaced.

You can understand that this a topic that interests me. And if you are reading this, the topic probably interests you as well.

I came across a very interesting academic working paper, CFO Succession and Corporate Financial Practices, authored by Ellen Engel, Feng Gao and Xue Wang, that was published in October 2013. This paper looks at reasons and financial reporting consequences of CFO successions. The document is a properly researched academic paper, and makes for an interesting read if you are academically inclined.

Here is the Abstract of the document which summarizes the findings of the research:

We examine the determinants and financial performance consequences of Chief Financial Officer (CFO) successions. We argue that if internal monitoring mechanisms are effective, there should be a greater probability of forced CFO departures in firms with poor financial reporting and capital management performance, and resulting improvements in financial practices following forced turnovers. We test these hypotheses over the period 2002 to 2008. We find that

(1) the incidences of accounting restatements and debt covenant violations are significantly associated with the probability of forced CFO turnovers;

(2) firms are more likely to hire successor CFOs from outside the firm following accounting restatements, especially those due to irregularities;

(3) the hiring of outside CFOs is associated with improved financial reporting quality.

Further, these findings are concentrated in firms with majority independent boards, suggesting that outside directors play a greater role in monitoring CFOs than inside board members.

These findings are not surprising.

When CFOs don’t do their job, they get fired and replaced.

As CFO, are you doing your job?

Filed Under: Ellen Engel, First CFO, Speaking and Training

July 23, 2013 By Samuel Dergel 7 Comments

5 Most Popular Names for CFOs (2013 Edition)

You may be aware of a blog that I put out weekly called CFO Moves. This blog is the most comprehensive report of CFO Movement across the United States. (We also have CFO Moves Canada and CFO Moves UK). In the past year, CFO Moves announced over 1,000 new CFOs that were hired, not counting those that resigned or were promoted beyond the CFO chair.

Last July we issued our very popular blog with the most popular names of CFOs hired, and this year we decided to do the same. (You can check out our 2012 edition here).

So, if your company hired a new CFO in the past 12 months, there is a good chance your CFO may have on of the following first names.

Men

    1. Michael / Mike
    2. John / Jonathan
    3. David / Dave
    4. James / Jim
    5. Steve / Steven / Stephen

Women

    1. Catherine / Katherine
    2. Susan
    3. Patricia
    4. Jennifer
    5. Christine / Christina

There was only one change in the top 5 for men (Jim replaced Mark) since last year, but for the women, the only one of 2012’s top CFO names that stayed in the top 5 was Christine.

Filed Under: Uncategorized

May 21, 2013 By Samuel Dergel 3 Comments

CFOs: When interviewing for your next role, make sure you have one of these

Yes, having a resume is important. So is a LinkedIn profile. I’ve blogged previously about whether a CFO needs a resume, or a LinkedIn Profile is enough.

But this is not what I’m recommending today.

I recently spoke with a CFO who is in process of interviewing for his next Chief Financial Officer role, and he was asked if he had Video of his presentations.

Yes, the CEO wanted to know how good a presenter he was, and wanted to see him in action.

Do you have videos of presentations you’ve made as CFO?

    • If you don’t, I recommend arranging to get your next presentations recorded.
    • If you do have video, and you think you could do a better job at presenting, consider getting presentation coaching.

Your next CFO role might depend on it.

++++++++++++++++++++++++

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Filed Under: Youtube

January 9, 2013 By Samuel Dergel 5 Comments

Different companies need different CFOs

© Copyright 2013 McKinsey & Company

CFOs are capable people. Sometimes, when a CFO is actively looking for their next opportunity, they are less selective in the type of company or CFO role that they choose. When they make a career choice that is not appropriate for them, they can spend years trying to repair the choice they made.

2013 has just started, and already there is new CFO oriented research that can help CFOs and the companies that hire them. Today’s CFO: While profile best suits your company?  (Note: there is no charge for the report, but registration is required to download) by McKinsey & Company, identifies four profiles of today’s CFO:

    1. The finance expert
    2. The generalist
    3. The performance leader
    4. The growth champion.

The McKinsey report, authored by Ankur Agrawal, John Goldie, and Bill Huyett, identifies which companies can best benefit from each of these profiles.

Agrawal et al. do realize that most CFOs do not fit precisely into each of these profiles, and have provided questions that CEOs and Boards should ask when beginning their search for their next Chief Financial Officer.

As an executive search specialist helping companies hire their next CFO, I find the report clear and concise. Reading this report can help CFOs better position themselves for the remainder of their career, and help CEOs and Boards hire the right person they need in the CFO chair.

What type of CFO are you?

Filed Under: Assessment, Assessment, CFO Research, CFO Research, CFO Research, McKinsey & Company

December 20, 2012 By Samuel Dergel 2 Comments

Top 12 Samuel’s CFO Blogs of 2012

20132012 sure has been an interesting year.

And I’m looking forward to 2013! I’m looking forward to:

  • Working with my clients at Stanton Chase and providing them with excellent service and value in retained executive search.
  • Staying close to CFOs in my network, and continuing to add value to their businesses and careers.
  • Continuing my blogging, both here and at CFO Moves. I find it humbling that I have people that are not only interested in what I have to say, but have signed up to ensure they don’t miss any of it.
  • Working on my book for CFOs. Stay tuned!

It is customary as the year turns to a close to look back at the previous year.

Blogging is great, but sometimes people can miss out on some very valuable insights or content. So, to make sure you didn’t miss what other people thought was worth reading, I would like to share 12 of my most popular CFO Blogs in 2012.

12) Negotiating your CFO Employment Contract

11) 5 Steps to Building your Finance Dream Team (and 3 tips on how to get it done)

10) The Value of “Thank You”

9) 5 Reasons why Talent Development is a Challenge for CFOs

8) Road Map to Successful CFO Relationships

7) 5 Most Popular Names for CFOs (2012 Edition)

6) The First 90 Days of a New CFO

5) 1 key difference between your LinkedIn Profile and Resume

4) Dear CEO & Board: You can’t afford to hire the wrong CFO.

3) Investor Relations for the New CFO – 6 Steps for IR Success

2) 4 Reasons you should use an Executive Search Firm when hiring your CFO

And the most popular of Samuel’s CFO Blogs for 2012 is:

1) How a Recruiter sees a Candidate (You may not like the analogy)

If you like these blogs and want to ensure you don’t miss any of them, please click on the SIGN ME UP! button on the right.

Happy Holidays and all the best for an amazing 2013!

Samuel

Filed Under: Board, Board, Board, Board, Books, Books, CEO, CEO, CEO, CEO, CFO Compensation, CFO Consulting, CFO Consulting, Confidential Search, Confidential Search, Confidential Search, Executive Coaching, Executive Coaching, Great CFO, Guest Blog, HR, Human Resources, LinkedIn, LinkedIn, Negotiation, Social Media, Social Media, Social Media, Training and Development, Training and Development

September 13, 2012 By Samuel Dergel Leave a Comment

Your Next CFO

Dear Reader,

I came across this article that I was interviewed for that originally was published this past June. In doing a Google search, it came to my attention. I hope you find the article of interest.

(On a separate note, have you ever Googled yourself?)

+++++++++++++++++++++++++++++++++++++++

Too often, companies only miss good chief financial officers when they’re gone. But if you’re hiring, be prepared to make the most of it: the job’s changing, and so are the personnel

By Paul Brent

June 17, 2012

They might be the second-most important executives at many companies, but the role, demands and make-up of the chief financial officer vary immensely, as do the times—and the reasons—companies find themselves looking to hire a new one. For small- and mid-cap companies, there often comes a point when they “outgrow” their top financial executive and need to recruit their first CFO, someone who can do more than sign-off on the books every quarter. Larger companies continue to grow and evolve, and that can trigger a change. Or maybe your current CFO just up and leaves for a better engagement, CFO, CEO or otherwise.

In every case, companies should see it as an opportunity to deepen their bench strength, maybe even bring in a star. Bear in mind, today’s top-drawer CFO needs to deal with a lot—handle the crush of the public markets, steer the company through major acquisitions, come up with innovative financing schemes and serve as a reassuring information conduit for analysts and large investors. As a rule, of course, the bigger the company, the more critical and demanding the job and, with it, the skill set required.

The CFO position is a hiring decision that needs to include input from the board, says Samuel Dergel, a specialist in CFO recruitment for Canadian and U.S. companies, with search firm Stanton Chase International of San Francisco. “The board should have a role, often it is the chair of the audit committee.”

In fact, some boards may be especially motivated to hire the “right” CFO, says Dergel. “Many times a CFO is hired with the idea that they are the back-up to the CEO, or sometimes you may have a cowboy CEO and the CFO is the eyes and ears of what is going on” for the board.

He points to the scandal at SNC-Lavalin Group Inc. (TSX:SNC) over $56-million worth of undocumented payments to commercial agents in Libya that have gone missing. The company’s CFO reportedly objected to the payments but was overruled by the CEO, who has since left the Montreal-based engineering giant. “From a board perspective, do you want the CFO to be the CEO’s right hand or having enough independence and power to counteract a CEO that may not be meeting with the board as requested?” says Dergel.

In Dergel’s decade of CFO recruitment, he has found that most firms have a wish list of abilities and specialized background for their future CFOs. That was certainly the case with Vancouver’s Avigilon Corp. (TSX:AVO), which designs and manufactures high-definition video surveillance systems. The company’s original CFO, who was a founder of the company, made it known that he would stay in the post until the company went public at which time it would search for a replacement. The board’s wish list was a finance head who had public company experience, was a chartered accountant if possible, had been in a fast-growing company and had been in the technology sector.

To read the remainder of the article, click here.

Filed Under: Board, Board, CEO, CEO, CEO, Hire your Next CFO, Hire your Next CFO, Hire your Next CFO, Listed Magazine, Paul Brent, The Strong CFO

August 23, 2012 By Samuel Dergel 4 Comments

The New CFO and your Finance Team: Who Stays? Who Goes?

Congratulations! You have been selected as Company XYZ’s new CFO. The selection process was long and difficult, and you have been chosen as the Chief Financial Officer of the Company.

The announcement has been made, and you have the opportunity to meet the key people on your Finance Team. Each leader on the Finance Team is apprehensive. They don’t know you. You don’t know them. How do you approach your new reports?

Before starting any new executive position with a company, I highly recommend that you read  “The First 90 Days – Critical Success Strategies for New Leaders at All Levels” by Michael Watkins. I wrote about it here.

Meet your leaders, together and individually. Learn, listen and ask questions. Your Finance Leaders have a lot of information and knowledge. An open and respectful attitude will provide you with an understanding of the leaders themselves, the department and inter-departmental dynamics, as well as critical information you will need to get your job done and be successful.

But do make decisions. CFOs need to have a plan to succeed. The first 90 days are critical to putting the plan together.

Who should stay? Who should go? Figuring this out is a key part of your plan. You need clarity as to what your team should look like to accomplish your goals.

But beware. If you don’t decide who stays and who goes, it may be decided for you. You could end up losing the very people you want and need to keep. You need to act quickly and decisively to ensure you have the team you need to succeed.

Decide who stays.

Decide who goes.

Communicate your plan.

Decide on the type of person/people you need to bring on board.

Start the hiring process quickly and using the best resources to ensure hiring success.

Don’t delay.

++++++++++++++++

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Filed Under: Build your Finance Team, Career Management, Career Management, CFO Coach, CFO Coach, CFO Coach, CFO Coach, CFO Coaching, CFO Coaching, CFO Coaching, Courage, Finance Team, Finance Team, OnBoarding, Onboarding, Succession Planning, Succession Planning, Succession Planning, Succession Planning, Team Structuring, Team Structuring

July 25, 2012 By Samuel Dergel 11 Comments

5 Most Popular Names for CFOs (2012 Edition)

What do you call your CFO?

If your company hired or promoted a CFO in the past year in the United States, there is a good chance your CFO may have the following first name.

Men

    • Michael / Mike
    • John
    • David / Dave
    • Steve / Steven / Stephen
    • Mark / Marc

Women

    • Mary
    • Christine
    • Karen
    • Janet
    • Laurie

We have tabulated this information from the over 1,000 CFOs that moved in our CFO Moves Blog since we started in September 2011, till the end of June 2012. CFO Moves is prepared each week and published each Monday, so you can have one comprehensive source for CFO Moves across the USA. Our team at Stanton Chase tracks CFO Moves in our quest to be the most knowledgeable and up to date Executive Search firm focusing on the Chief Financial Officer.

Does this mean that you need one of these names to be a Successful CFO?

Absolutely not. However, consider that like many of the visual, non-visual, and cultural assessments made in a hiring process, it could have an impact, depending on whether a company wants to hire a traditional CFO or not. I see this as food for thought, not an opinion based on fact.

What do you think?

Filed Under: Blog, Blog, Blog, CFO Moves, CFO Moves, CFO Moves, CFO Moves, CFO Moves, CFO Search, CFO Search, CFO Search, CFO Search, CFO Search, CFO Search, CFO Search, CFO Search, Executive Search, Executive Search, Executive Search, Executive Search, Executive Search, Executive Search, Executive Search, Personal Branding, Personal Branding, Personal Branding, Successful CFO, Successful CFO, Successful CFO, Successful CFO, Successful CFO, Successful CFO, Talent Management, Talent Management, Talent Management, Talent Management

May 24, 2012 By Samuel Dergel 2 Comments

Investor Relations for the New CFO – 6 Steps for IR Success

This Blog was written by David Calusdian, Executive Vice President and Partner at Sharon Merrill, a Boston-based investor relations strategic consultancy.

A special thank you to Dennis Walsh at Sharon Merrill for co-ordinating this valuable piece for CFOs on an important topic.

As the new CFO of a publicly held company, somewhere on your extensive “to do” list is implementing an effective investor relations program. Whether or not the IR function was a well-oiled machine when you arrived, or virtually non-existent, there are key areas you need to address immediately to ensure that you are effectively taking the IR reins. So here are six steps for success as you accept responsibility for the IR function.

1) Understand your shareholder base. Research the investment styles of your shareholders to determine why they may have bought shares– and what might cause them to sell. See what type of investor concentration you have in your shareholder base. Identifying whether your shareholders are weighted toward a growth, value or income investment style, for example, can offer insight as to what they are expecting the company to achieve near or long term. Also investigate whether there are known “activist” firms among your shareholders, and what catalysts usually cause them to initiate a proxy fight. Make it a priority to speak with your shareholders by phone as soon as possible, and then meet them in person within your first few quarters as CFO. Also consider an investor perception audit to understand the sentiments of your shareholder base — and identify any misperceptions about the company — to most effectively build your IR program.

2) Review (or create) a disclosure policy. A comprehensive disclosure policy guides a company’s communications with the investment community. Make sure that as the new CFO, you are comfortable with the disclosure philosophies outlined in the document. For example, maybe it is time to revisit the company’s guidance policy or disclosure committee processes. Ensure that the corporate spokespeople listed in the disclosure policy are still appropriate. Make certain that you understand all of the communications channels at your company. For example, is the company tweeting, hosting its own Facebook page or maintaining a corporate blog? You want to know every disclosure outlet that may be supplying investors with information directly from the company. 

3) Develop your IR Plan. Conducting investor relations without a plan is akin to venturing out on a journey without a destination or a compass. The first step is to determine your plan’s goals, which should directly correlate to the company’s IR needs (e.g., a more diverse shareholder base, greater sell-side coverage or even enhanced credibility). Then, to achieve those goals, develop a strategy that takes into consideration your company’s messaging, investor targeting and outreach.  

In scheduling your investor meeting calendar for the year, determine which covering investment bank would be most appropriate to introduce you to investors in a particular geography. Then layer in a couple company-sponsored roadshows where you can introduce the company to potential new sell-side analysts as well as additional targeted investors. Dovetail your roadshow schedule with your conference calendar. Determine which conferences would be the most effective for you to attend, and then proactively solicit invitations.

4) Develop investor positioning. At the foundation of your IR plan should be the company’s IR message, and the mortar that holds it all together is an investment thesis that aligns with your long-term business model. The key messages within all of your communications to the investment community should answer the question, “Why should investors buy the company’s stock?” Develop an investment thesis that is specific, financially focused and conveys the company’s value drivers. Stay away from general statements like “strong management team” and “positioned for growth.” Instead, highlight more concrete factors such as market share potential, end market growth, margin enhancement opportunities, and your ability to reinvest cash for value creation.

5) Establish or review the IR website. Your company’s IR website is one of the most important destinations for investors seeking information. Without consistent oversight, it can oftentimes become outdated or contain inaccuracies. Make sure that your site has all of the features and content investors have come to expect on IR sites, such as “push” notifications, robust Frequently asked Questions, investor presentations and a quarterly results tab complete with conference call transcripts. Some companies also are now complementing their IR website with social media tools, like Twitter and SlideShare, to broaden their communications. 

6) Establish a news release pipeline. Investors buy stocks on information. So it’s important to have a regular stream of news about your company to build awareness, enhance credibility and create buying opportunities for potential shareholders. There is no “right answer” as to how often you should issue releases, but a substantive (i.e., not fluffy) release every few weeks usually keeps companies on investors’ radar screens. If you have an IR, PR or marketing professional in the organization, discuss the news release strategy with them and how it ties into your corporate goals. If you are on your own in this endeavor, meet with key operations people to determine which upcoming corporate milestones would be newsworthy. Remember, if the primary audience for the news release is the investment community, make sure it is written with them in mind. In other words, tone down the technical mumbo jumbo and marketing superlatives and explain how the announcement fits in with the company’s strategy for increasing shareholder value.

A public company’s valuation is dependent upon its financial performance as well as the communication of those results to investors through good investor relations. As the CFO, it’s your responsibility to make sure that the IR program is well executed. By completing these six steps, you should have a solid foundation in place from which to build an effective IR program for your new company.

Sharon Merrill assists corporate clients across the U.S. and internationally in planning and executing critical communications that resonate with stakeholders and deliver desired results in virtually any situation an enterprise may confront. The firm serves private and public companies primarily in the life sciences, technology and industrial sectors. Practice areas include investor relations, crisis communications, transaction communications, reputation and issues management, and presentation and media training. The Sharon Merrill team has earned wide recognition for corporate communications thought leadership, as well as dozens of industry awards. To learn more about Sharon Merrill, please visit the company’s website at www.InvestorRelations.com, or its thought leadership blog at http://blog.investorrelations.com/.

Filed Under: All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, All of Samuel's Blogs, CFO, CFO, CFO, CFO, CFO, CFO, CFO, CFO, CFO, CFO, CFO Relationships, CFO Relationships, CFO Relationships, CFO Relationships, CFO Relationships, CFO Relationships, CFO Relationships, CFO Relationships, Chief Financial Officer, Chief Financial Officer, Chief Financial Officer, Chief Financial Officer, Chief Financial Officer, Chief Financial Officer, Chief Financial Officer, Chief Financial Officer, Chief Financial Officer, David Calusdian, David Calusdian, Investor Relations, Investor Relations, Investors, Investors, IPO, Public Company, Slideshare, Twitter

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