With attendance strictly limited to just 100 qualified high-level finance leaders, the Strategic CFO Forum is unlike any other event in the industry. Intimate, interactive and thoroughly practical, this is a single transformative day of in-person peer-learning at the heart of American business—Nasdaq—with some of the best CFOs of our time, including:
Chief Financial Officer, Humana
Chief Financial Officer, e.l.f. Beauty
Chief Financial Officer, GE
Chief Financial Officer, TD Bank U.S.
Former Inspector General, U.S. Securities and Exchange Commission
Chief Financial Officer, Amazon Web Services
Actionable insights and novel perspectives on age-old challenges from the best in the business.
Balance endless responsibilities in today's unpredictable business landscape.
Forecast more accurately and strategize more effectively.
Align financial decisions with the most impactful technological investments.
Phil Mackintosh, Chief Economist, Nasdaq
The past couple of years have seen economic volatility with slow growth, lingering inflation, steady interest rate hikes and continued predictions of a recession, all of which has created consumer hesitancy. What will 2024 bring? Will high inflation return? Will the business environment be conducive for growth, M&A, and product expansion? Will cost containment continue to strain investment decisions? Will CFOs have to raise prices? Cutback on growth objectives? Find new supply chains? We’ll sit down with a leading economist to help you plan for the year ahead.
Mandy Fields, Chief Financial Officer, e.l.f. Beauty
Carolina Dybeck Happe, Chief Financial Officer, GE
Xihao Hu, Chief Financial Officer, TD Bank U.S.
We’re in a time of tremendous uncertainty and disruption, and when it comes to leading through this kind of economic volatility, CFOs play a crucial role in helping their companies assess risk versus reward and the ROI of capital expenditures and growth strategies. Hear from seasoned CFOs in industries directly impacted by inflation and supply chain constraints over the last 2 years to discover how they are helping their organizations weather the challenges, rethink how to drive value and strategically prioritize where to invest capital. They’ll teach you how to see possibilities where other CFOs see challenge.
Sandra Beaver, Chief Financial Officer, Evolus
Brandon Braganza, Partner, RSM US LLP
Richard Puccio, Chief Financial Officer, Amazon Web Services
Over the last two years, we’ve seen the greatest infusion of new technology in the workplace since the advent of the Internet. Advanced systems are promoted daily. In addition, many of the systems companies adopted years ago are now obsolete or no longer capable of supporting growth objectives. Not to mention, there are a plethora of new technology many companies are just embarking upon—AI, machine learning, robotics and more. The CFO sits in the middle of the company’s technology investment decisions with the final word on spend.
How do you understand what the business needs, what different technologies do, what the risk to the business is of not having it—how do you take a holistic view across business units to prioritize which technology investments will best support growth goals and have the greatest ROI? The challenge is even greater as companies find themselves in cost containment mode—you can’t grow without investing so it’s imperative for CFOs to help business units get it right. We’ll bring together a panel of CFOs to understand how they tackle these issues and make sure the targeted tech solutions will meet their organization’s needs before they lay out considerable funds.
Attendees will break into working sessions for in-depth, interactive discussions with other senior finance executives and a subject matter expert.
Attendees will select a second topic for in-depth, interactive discussions with other senior finance executives and a subject matter expert.
Susan Diamond, Chief Financial Officer, Humana
Susan Lynch, Senior Vice President and Chief Financial Officer, V2X
Corporate culture issues have rarely been the domain of CFOs, who have traditionally focused on the concrete, like revenue forecasts, inventories, and other hard data. But as companies are being squeezed by talent shortfalls at all levels, it is no longer just an HR or managerial problem – the lack of skilled employees is costing major dollars not only in turnover and hiring costs but in lost productivity and disruptions to projects essential to growth.
Culture lies at the heart of the people conversation. CFOs can directly impact the talent and culture conversation in other ways beyond salary discussions, such as investing in employee-focused initiatives that lead to better results and engagement, creating feedback loops to assess employees’ needs and adjust reward plans accordingly, and helping the company stay focused on operational excellence. We’ll sit down with CFOs of some of Fortune’s “Top Places to Work” to share their lessons learned and advice to establish a strong culture that will help you recruit and retain your top talent.
David Kotz, former Inspector General, U.S. Securities and Exchange Commission
When the Securities and Exchange Commission (SEC) finally amassed enough evidence to end his run, Bernie Madoff had managed to bilk 4,800 clients out of $64.8 billion. David Kotz, the former Inspector General of the Securities and Exchange Commission (SEC), was tasked with conducting the landmark investigation into why the SEC failed to see any of this. In this exclusive interview, Kotz will provide an introspective look at the investigation, as well as the scores of other high profile and complex investigations he conducted as IG, including the collapse of Bear Stearns and the financial crisis. Fifteen years later, the takeaways are still relevant. Kotz will share the four lessons he learned conducting internal investigations and how you can apply them in your own financial role. The lessons include avoiding a lack of aggressive oversight, lack of skills and competence, lack of accountability and greater than achievable mandates.
StrategicCFO360’s CFO Leadership Awards will honor the courage and influence required to navigate through the most disruptive conditions since the Great Depression. Pandemics, supply chain bottlenecks, runaway inflation, banking crises, cyber breaches and talent shortages have presented more challenges than most executives face in a lifetime.
These inaugural awards will pay tribute to those elite leaders who make it possible for companies to operate and thrive whatever the conditions, internally or externally. What makes the awards particularly unique is who chooses the honorees – not editors or analysts or service providers but rather a selection committee comprised of peer CFOs who know firsthand what it takes to lead in today’s business environment.
These days, it is not only finance that preoccupies CFOs. The strategic CFO engages in a host of issues that are essential to the future and well-being of their firms, as our award categories exemplify. We’ll sit down to unpack some of the key lessons from this year’s CFO Leadership Award honorees to help you more confidently lead your own organizations to grow no matter the circumstances.
Receive up to 6 CPE credits after attending our event. Chief Executive Group, parent to StrategicCFO360 is registered with NASBA as a sponsor of Continuing Professional Education on the National Registry of CPE Sponsors.
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