In the past, CFOs had a distinct advantage in ascending to the CEO role.
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CEOs, CFOs, CIOs, CTOs, heads of lines of business, all see the writing on the wall.
Some CFOs will say that they can get both a discount from vendors, plus slow payment.
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Nearly a quarter of the CFOs said their companies do not offer employer-sponsored health insurance.
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In effect, CFOs are trying to steer companies by looking in the rearview mirror.
In effect, CFOs are trying to steer companies by peering into the rearview mirror.
There's a company I wrote about called CFOs2Go, a company that provides interim CFOs.
CFOs may find that they are doing a lot of the explaining on their own.
In May I interviewed some CFOs onstage and each complained about rising costs in their supply chains.
The top issue for CFOs is how to increase sales and drive revenue innovation down the organization.
Sure, CFOs have to communicate with shareholders, investors and regulators, but they largely stay out of the spotlight.
Moreover, CFOs tend to focus on internal problems, and early-stage tech companies should not try to solve problems.
Why are large corporation CFOs still clutching cash as if their companies' very lives were in the balance?
Accordion sends out a recurring crew of temps, typically to provide support to the CFOs of its clients.
My firm has conducted over 70 interviews so far this year with mid-market CEOs, CFOs and corporate development leaders.
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Only 21% of CFOs said they expect their cost of capital to increase.
On the customer side, CFOs are struggling to understand what is happening within the institutions that they once relied on.
The best CFOs communicate exceptionally well and have a huge appetite for the business--the dynamics for success and the metrics.
That translates into easy access to company CFOs and a hands-on feel for the semiconductor companies that he still covers.
In the early stages of its hype, CFOs were not big believers in this new way of doing things necessarily.
The results from the nearly 400 CFOs surveyed, however, suggest that a concerning minority could be part of the problem.
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To create a well-planned roadmap to the cloud, CFOs and CIOs need each other more than they may have previously acknowledged.
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It requires that CEOs and CFOs certify that their financial statements are true and correct, and that there are no material misstatements.
It's not that bad (yet), but CFOs have plenty to gripe about.
Like everyone else, the Finance organizations (and CFOs in particular) have undergone a terrific evolution thanks in large part to progress in technology.
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Nearly 30% of CFOs plan to increase spending more on international travel compared with 20% who plan to spend more on domestic travel.
Then he got a 2.6% equity stake in Lante at a time when prepublic CFOs were usually getting no more than 1% equity.
In March of 2010, the SEC asked CFOs to tell them about their use of Repo 105 and other balance sheet shifting techniques.
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The new Sarbanes-Oxley legislation in the United States promised that CFOs would be made to keep a more vigilant eye on their companies' books.
Despite optimism about their own business growth as we move into 2012, most CFOs and CMOs agree that one thing will stay status quo: pricing.
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