cfo

the big battles ahead for corporate finance

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advisory board members say it’s happening “whether a cfo chooses to do it or not.”

by the center for accounting transformation
improvetheworld.net

according to a group of corporate finance professionals, one of the most significant issues facing corporate finance teams is refocusing team members toward higher-value work such as interpreting data and advising on issues and solutions rather than allowing them to continue performing rote, manual tasks.

related:  top issues for 2022: talent, time, and transformation

learn more about the center’s audit advisory board or view the center’s transformation courses.

“the biggest risk that is clear to me is to continue the antiquated and outdated people strategies, performance, process, understanding, lagging platform adoption, and not understanding the deep relationships that we need to build instead of keeping the status quo,” offered chris ortega, ceo of fresh fp&a. “to me, that is 100% the biggest risk that we now face in the accounting and finance  space.”

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gary cokins: the truth about activity-based costing

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how to implement progressive management accounting techniques.

> download and subscribe to the podcast on itunes here

with steven sacks
the new fundamentals: thriving in disruption

management finance expert gary cokins says there’s nothing wrong with activity-based costing. except that you’re probably doing it all wrong.

more gary cokins: the myths of performance management

more steven sacks: effective networking is an art | business development activities shouldn’t be a chore | cpa’s best role: leveraging knowledge, not just process | avoid last-minute deal making | five common negotiating mistakes | the myths of performance management | business is about relationships | reaching for authenticity in client service |

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the problem is, cokins says, it’s convenient for the accountants to allocate the overhead based on allocation factors, like labor hours, number of units produced in a manufacturer, headcount, number of employees, and square feet, even though none of them reflect the unique consumption relationship between how the outputs products and services consumed.

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trullion: new a.i. startup targets rev rec, lease accounting

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founder and ceo isaac heller seeks to be “single source of truth” for lenders.

with rick telberg
for 卡塔尔世界杯常规比赛时间

on the even of trullion breaking out of stealth mode, ceo and co-founder isaac heller tells 卡塔尔世界杯常规比赛时间 in this video interview how the new fintech company can automate the process of lease accounting to establish a cost-effective, functional view of contract data for auditors accounting firms and cfos alike.

more in tech: make tech your ally in protecting clients | satellite internet takes a promising step forward | survey: your top tech problem? | fireeye network audit tool targets solarwinds hackers | deliver internal reports digitally | space factories! darpa launches new program |

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formerly known as smrt, the trullion platform automates unstructured data such as pdfs and translates them into real-time financial reports, including lease accounting and revenue recognition.

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blockchain implications for cpas

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futurist jack shaw explains how blockchain is changing the way cpas practice.

with steven sacks
solutions to results llc

the economist magazine describes blockchain as the most important advance in business record keeping since the innovation of double-entry bookkeeping, in florence, italy in over 500 years. but now, blockchain may eventually even replace double-entry bookkeeping.

more 卡塔尔世界杯常规比赛时间 video: blockchain implications for business | the myths of performance management | how covid rewrites the rules for recruiting | the art and science of hiring: three essentials for the covid age | what’s a bot? new tech tools to boost your practice | replay: covid impact on cpa firm m&a | your competition isn’t who you think it is | replay: how to dazzle clients in the covid age |

goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

six key takeaways

1 –  we will see more business being reflected in blockchain-based transactions.

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make risk work for you

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how to turn risk into a business opportunity. by sean stein smith risk is an inevitable part of life, as well as being inherent in every business transaction that is undertaken, or not undertaken.

49 money-making ideas with outsourced cfo services

by

ed mendlowitz cpa the practice doctor q and a

by ed mendlowitz
“tax season opportunity guide“

question: i have clients that are growing and seem to need more services in house than they can afford and they are leaning on me to set in and provide them. i gather this is an additional engagement and want to know how i can go about it.

response: it seems that the client is crossing the line into a more sophisticated area, but is not able to afford a full-time cfo.

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pcaob chief: “the audit is largely irrelevant”

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james doty
james doty

also, pcaob plans investigation into the big four return to consulting.

talking bluntly to cpas, the chairman of the public company accounting oversight board said:

“the public has trouble discerning the difference between one audit and another. with little information about particular audits, a conventional wisdom is gradually developing that the audit is largely irrelevant to the investment process today.”

in addition, chairman james doty raised questions about cpa firms’ increasing involvement in consulting as a potential conflict of interest. “what will firm management do to meet the compensation and cultural challenges that destabilized arthur andersen?”

the move toward consulting was spotlighted in october when pwc agreed to buy management-consulting firm booz & co. in an effort to beef up its consulting capabilities.

moreover, doty questioned: read more →

75% of ceos see shortfalls in accounting for value

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survey unveiled at launch of new credential.

about 75% of the world’s ceos say more emphasis should be placed on measuring the value of non-financial assets such as intellectual capital and customer relationships to drive long-term performance.

but just 51 percent of nearly 300 ceos surveyed in 21 countries say their organizations currently measure the value of non-financial assets well or very well. and only 12 percent now turn to their finance teams for help with the task.

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