the finance professional

early data exchange vital to evaluate a merger

by

three possible outcomes from trading numbers early.

by marc rosenberg
cpa firm mergers

i have always been a big believer in the buyer and seller exchanging financial and operating information as early in the process as possible.

more on cpa firm mergers: deciphering the current state of the cpa firm merger market | the law of attraction: 15 ways to romance a merger partner | the 14 keys to a successful merger | mergers: 11 lessons from done deals | the 21 steps in every merger deal | today’s 15 essential deal points in accounting firm mergers

numbers aren’t everything, but they do speak volumes. the data enable each firm to gain an understanding of the other in a manner that is not always possible in conversation.

the data is also a good way to corroborate things that are said verbally. here are some examples: read more →

six lessons for the first 100 days

by

istock_000005531119xsmall.jpgnew finance execs must move swiftly to learn the ropes, set the pace.

by rick telberg

finance executives are increasingly finding themselves in the middle of corporate decision making and responsibility. for newly appointed cfos and finance managers, success is no small feat-the first 100 days are critical.

with the pressure on, new finance managers want to make their mark early, and, according to the mckinsey quarterly survey by global management consulting firm mckinsey & company, there are some activities that should make nearly every finance executive’s short list of priorities.

one of the most critical activities during an executive’s first 100 days is the gaining of and understanding of what drives his or her company’s business, whether it be how a company makes money or its returns on invested capital. at the same time, a cfo must also consider potential ways to improve such drivers. read more →