CFOProgramme

1014Aug2015
UK,London
5,275+Vat

[email protected] | +44 (0)203 553 8244

StrategicexecutivedevelopmentprogrammeforcurrentandaspiringChiefFinancialOfficers
CourseInstructor
CourseDirector:WasCFOofLondonCapitalGroupHoldingsplc,GlobalTreasuryAuditManagerforRoyal
DutchShellplcandManGroupplc,andGroupTreasurerofEmpireStoresGroupPlc.

CourseInstructor1:hasover30yearsfinancialexperienceasCFO,CorporateFinancierandTreasurerin
internationalcompanies.

CourseInstructor2:PreviouslyCOOAlternativeInvestmentswithCreditSuisse,GroupCFOofMillennium
GlobalInvestments,CFOofCentrumBankandHeadFinancialControlofUBSCorporateCenter,aglobal1000
ftedivision.

CourseDescription
CourseOverview
ForwardlookingCFOsaresettingaclearvisiontomeetbusinessexpectationsintodaysincreasinglyvolatile
andcomplexworld.ThisnewlydesignedfivedaycourseistailoredspecificallyfortheCFOkeentomeetthe
demandsofBusinessleaderswhowanttheirfinanceorganisationtodeliverincreasinglysophisticatedlevels
ofserviceandcontinueitsevolutionasatruepartnerinthebusiness.Itcomprehensivelyfocusesonthe
moderndaychallenges,thewayinwhichfinanceleadershipisevolvingandthefutureroleoftheCFO.
Inadditiontothetraditionalfinanceleadershiprole,thecoursecoversemergingchallengesintheareasof
regulation,globalisation,risk,transformation,stakeholdermanagement,reporting,talentandcapability,
ethics,bribery,corruptionandfraud.
TheprogramwillhighlightvaluableinsightsintopracticesthatarebeingadoptedbyCFOsglobally,andwill
provideausefulforumfornetworkingandsharingexperiences.Delegateswillbeabletocontributeto
numerousgroupdiscussions,aswellasdrawingupontheextensiveexperiencesofeachother,thecourse
directorandtheguestspeakers.
Byattendingthiscourse,youwilllearnabout:
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DevelopingandcommunicatingstrategysoeverybodyunderstandswhereFinanceisheading
Optimisingoverallperformancebybusinesspartneringandidentifyinggrowthopportunities
Longtermplanningandresourceallocation(e.g.capitalstructuremix,M&A,dividends)
Deliveringabalancedfinanceoperatingmodelthatisresponsive,scalableandcosteffective
Ensuringsoundgovernanceframeworkaroundinformationintegrity,ethics,briberyandfraud
Implementingneworchangingregulationsinatimelyandcosteffectivemanner
Motivatingandretainingtherightpeople
Developingmoreinfluencewiththeexecutiveboard,businessmanagementandstakeholders
Filteringandanalysingdatatocommunicatesalientinformation

Agenda

Day1

IntroductionandCourseObjectives
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ContextoftheglobalcrisisandtheeverincreasingdemandsmadeontheCFOrole
[email protected] | +44 (0)203 553 8244

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CourseDirectoranddelegates
Courseobjectives
Reasonsforattending

StrategicDevelopmentandtheCFO
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Settingstrategyanditslinkstofinancialobjectives
Settingastrategicframework
Typesofstrategyandstrategyinthecorporatelifecycle
Strategytwoviews:industrialeconomicsandresourcebasedstrategy
Communicatingstrategytoshareholdersandfunders
Understandingshareholdervalueandvaluedrivers
Settingpriorities
Communicatingstrategytononfinancialcolleagues
Leadingthefinanceagenda
Aligningfinancestrategytoorganizationsstrategy,operatingplansandperformance
MakingStrategyWorkImprovingcommunication,trackingimplementation,adapting

Discussion:CFOattheheartofstrategicdevelopment
GroupDiscussion:Identifykeyinputfactors

Day2

PerformanceReportingandAnalytics
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Advancedanalytictoolsandexecutivedashboard
Addressingsustainabilityissues
NewITenablerstoimproveendtoendprocesses
Informationarchitecture,legacysystemsandmanualinterfaces

CaseStudyandDiscussion:Enhancingqualityandpresentationofreports(internallyandexternally)

ReportingwithClarityandPurpose
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Relevantkeyperformancemeasures
Communicationinfewerwordstononfinancialaudience
Reportformats

CaseStudy:Pullingitalltogetherexpectations,outcomesandenhancedreporting

HazardsintheBoardroom
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CFOasamemberoftheboard
Boardbehaviours
GroupThink
Whentheboarddisagrees

CaseStudyandDiscussion:Workingharmoniouslyalongsidefellowboardmembers

BuildingRelationshipsandInfluence
BuildingRelationships
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Buildingrelationships(CEO/Chairman/AuditCommitteechair/Investors/Analysts/banks)
WorkingalongsidetheCEOandhandlingconflictorissuescallingforjudgment
Relationswithinternalandexternalauditors(incl.newlegislationofrotatingauditors)
Partneringwithothercorporatefunctionsandbusinessmanagement

CaseStudyandDiscussion:DevelopingprofessionalrelationswiththeCEO,stakeholdersandauditors

TheInfluentialCFO
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Personaleffectiveness,presenceandcredibility
Communicationskillsandsocialinteractions
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Holdingcentrestageeffectively
Closerelationship(orrapport)withdecisiontaker
Managingsignificanteventssuchascrossborderacquisitions
Managingabusinessdiscontinuityevent

Discussions:Howtoinfluencepeoplewithinthebusiness

Day3

BeyondBudgeting
StrategicBudgetingandBusinessPartnering
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Linkingplanningprocesstothebusinesslifecycleandstrategy
Budgetsandrollingforecasts
Levelofconnectionandchallenge
Qualityofbusinessdecisions
Managingexpectationsandmaintainingcredibility
Periodicbusinessreviewmeetings

Discussion:Obtainingownership,accountabilityandbuyinfromthebudgetholder

BusinessandEconomicEnvironment
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Managingthecomplexneedsofallstakeholders
Tacklingvolatilityanduncertainty
Scenariomodelling

ExerciseandDiscussion:Tacklingfuturechallenges
LeadingCorporateTreasury
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Strategy,mission&authorities
Understandingthecoretreasuryelements(Funding,investment,currency&interestraterisk)
Alignmentofstrategyandpolicywithoverallbusinessstrategy
Profitcentrevs.valueaddedcentrevs.costcentre
WorkingcapitalandtheCashConversionCycle
Criticaltreasuryrisks(interestrate,currency,bankrisks)
Derivativesandcomplexfinancialinstruments(swaps,forwardcontracts)

Discussionsofrecentcorporateandfinancialservicescaseswherecontrolshavebeenweakorhavecollapsed
Exercisesontreasuryfundamentals/hedginginstruments(Interestrateswaps/currencyforwards)

CrisisManagement
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Assessingsituation,identifybiggestproblems
Knowingyourstakeholders,rebuildingcredibility
Honesty,openness,beingpositive,communicatingclearly
Scenarioplanningandriskassessments
Responsibilityandaccountability
Useofadvisers
PlanB

Discussion:Whyfirstfewdaysaremostcritical?

Day4

FinancialStrategy
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Financevision,mission,goalsandvalues
Settingastrategyforthefinancefunction
Creatingandprotectingvalue,identifyingvaluedrivers
Addressingkeycomponents(e.g.capitalstructure,gearing)
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Talentsourcingandselection

GroupExercise:Creatingafinancialstrategy

CorporateFinance
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Balancesheetoptimization
Capitalplanningandallocation
Reinvestment,M&A,debtservicing,dividends,sharebuybacks
Taxplanning
Transferpricing&thincapitalisation

Discussiononinternationaltaxplanning(Starbucks/Google)andimpactonreputation
CapitalisingonM&AOpportunities
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Definingacquisitioncriteriaandplanningacquisitionprocess
Financialandcommercialduediligence
Valuingandevaluatingthetarget
DealnegotiationFinancingthedeal
Purchaseandsalecontract
Takingchargeandintegratingthebusiness

CaseStudyandDiscussion:Recentexamplesofworsttakeoverdealsandwhatwentwrong
KeyElementsofBankRiskManagementandImplicationsforCorporates
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Idiosyncrasiesandconventionsofbankriskmanagement
Introductiontothebankregulatorycapitaladequacyframework
ThecatchallnatureofOperationalRisksanditsimplications
UnderstandingCreditRisk:concepts,practiceandlimitations
LiquidityrisksforbanksandeffectsonCorporates
Marketrisksinterestratesandcurrencies:techniquesandapplications
Hedgingtechniqueswithderivativeinstruments

Thecourseischaracterizedby:
integrationofactualreallifeexamples,financialcrisesandregulatoryresponses
focusonbridgingfinancialriskmanagement,financialaccountingandcorporatefinancialmanagement

Day5

l CommunicatinganddeliveringtheFinancevision
CaseStudyExternalcommunicationthroughinvestorrelations
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Settingtargetsfortheoperatingbusiness
MainInfluencesbusinesssizeandsophistication

CorporateGovernance
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Internationalgovernanceframeworks
TheUKCorporateGovernanceCode2010mainprinciples
TheCompaniesAct2006Directorsresponsibilitiesinlaw
Corporategovernanceandpublicreviews
CFOsroleincorporategovernance
Systemofinternalcontrol

CaseStudyandDiscussion:Prominentfailuresincorporategovernance
BusinessEthics
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Identifyinganethicalframework
Corporatecultureandpersonalresponsibility
Appreciatingimportanceofbehaviours
Connectingbusinessvaluesandethicalvalues
Settingtheethicalframework
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ExerciseandDiscussion:Tacklingethicaldilemmas
Fraud,BriberyandCorruption
Fraud
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Motivesandindicatorsoffraud
Fraudprevention

CaseStudyandDiscussion:Warningsignalsandwhattolookfor(includingpotentialfraudinM&A)
BriberyandCorruption
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Definitionsandprohibitedpractices
ForeignCorruptPracticesAct,OECDconventio
TheBriberyAct2010practicalimplications

CaseStudyandDiscussion:Conductinginvestigationsintobribery,corruptionandfraudwithpotential
impactonbusinessreputation
Coursesummaryandclose

Abouttheinstructors

CourseDirector
TheCourseDirectorisafellowofACTandtheACCA,andhasworkedforSMEsandmultinationalsacrossthe
financialservices,energy,andretailsectors.

Hebecameatrainerandconsultantin2009andhassincebuiltupastrongreputationforbeingcommercial
withprovenabilitytodelivereffectivelearningwithreallifecases.

Beforethiscareermove,hewasCFOofLondonCapitalGroupHoldingsplc,GlobalTreasuryAuditManagerfor
RoyalDutchShellplcandManGroupplc,andGroupTreasurerofEmpireStoresGroupPlc.

CourseInstructor
Thecourseinstructorhasover30yearsfinancialexperienceasCFO,CorporateFinancierandTreasurerin
internationalcompanies.HehadbeenCFOofWINplcandExecutiveDirectorofIMImobile,GroupFinance
DirectorofFirstChoiceHolidaysPLC,DirectorofCorporateFinanceatBassPLCandHeadofCorporate
FinanceandStrategyatStorehousePLC.Hecurrentlyhasaportfoliocareerasanadviser,nonexecutive
directorandmanagementeducator.HeisaVisitingProfessoratCranfieldSchoolofManagement,wherehe
wasonthefulltimefaculty,andisaNonExecutiveDirectorandChairoftheAuditCommitteeofHenderson
GlobalTrustPLC

CourseInstructor
BasedinZurichandSingapore,ThecourseinstructoradvisesfinancialservicesfirmsinthefieldofStrategy,
Governance,Finance,RiskandOperationsManagementforAlternativeInvestmentsandEmergingMarkets
(especiallyAfrica,MiddleEastandAsia)andregularlyspeaksaboutthesetopics.HealsolecturesFinance
EthicsattheUniversityofLausanneinSwitzerland.Beforeenteringthisfield,hewasa.o.COOAlternative
InvestmentsSwitzerlandatCreditSuisseAssetManagementwithteamsinZurich,NewYorkandLondon,
GroupCFOofMillenniumGlobalInvestmentsinLondonandGeneva,CFOandHeadCorporateDevelopmentof
CentrumBankinVaduzandHeadFinancialControlofUBSCorporateCenter,aglobal1000ftedivision,in
Zurich.Heholdsdegreesina.o.Economics(PhD,Basel)andvariousprofessionaldesignations.

[email protected] | +44 (0)203 553 8244

Venue
CentralLondonHotelVenue,London,UK
AllcoursesareheldatfourorfivestarvenuesinCentralLondon,Zone1.Westrivetoprovideyouwitha
trainingenvironmentofthehighestquality,toensurethatthewholelearningexperienceexceedsyour
expectations.

Yourtrainingvenuewillbeconfirmedbyoneofourcourseadministratorsapproximately34weeksbeforethe
coursestartdate.

WhoShouldAttend

CFOs
FinanceDirectorsandSeniorFinanceExecutives
AspiringCFOsandFinanceDirectors
FinancialControllers
ExecutiveBoardDirectors

PreviousAttendees

WhyUs
Whyus

Wehaveacombinedexperienceofover60yearsprovidinglearningsolutionstotheworldsmajor
organisationsandareprivilegedtohavecontributedtotheirsuccess.Weviewourclientsaspartnersand
focusonunderstandingtheneedsofeachorganisationweworkwithtotailorlearningsolutionstospecific
requirements.
Weareproudofourrecordofcustomersatisfaction.Hereiswhyyoushouldchooseustohelpyouachieve
yourgoalsandaccelerateyourcareer:
Qualityourclientsconsistentlyrateourperformanceexcellentoroutstanding.Ouraverageoverallscore
awardedtousbyourclientsisnineoutoften.
Trackrecordwehavedeliveredtrainingsolutionsfor95%ofworldstop100banksandhavetrainedover
250,000professionals.
Knowledgeour150strongteamofindustryspecialisttrainersareworldleadingfinancialleadersand
commentators,ensuringourknowledgebaseissecondtonone.
Reliabilityifwepromiseit,wedeliverit.Wehavedeliveredover20,000eventsbothinpersonandonline,
usingsimultaneoustranslationtodelegatesfromover180countries.
RecognitionweareaccreditedbytheBritishAccreditationCouncilandtheCPDCertificationService.Inan
independentreviewbyFeefowescored96%onserviceand95%onproduct

[email protected] | +44 (0)203 553 8244