CFO Programme

5 days 8-12 Apr 2018, Dubai UAE £5,295.00 Download brochure Add to basket
5 days 6-10 Aug 2018, London UK £5,295.00 + VAT* Download brochure Add to basket
5 days 10-14 Dec 2018, London UK £5,295.00 + VAT* Download brochure Add to basket

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Overview

What is the role of a CFO? A lot of it is up to you to determine. This programme will make sure you understand the basics but also assist you in developing your role to its full potential.

Course Overview
Success as a CFO is rarely determined by technical ability. Mastery of the technical aspects of finance is taken as a given; what makes the difference is the ability to operate in areas where there is no right answer. This could be strategy, or establishing good working relationships with board colleagues from other functions, or dealing with conflicts between stakeholders. For the newly appointed or aspiring CFO, this course will give a clear road map of the journey ahead, and an introduction to the full range of skills they will need to succeed. For the established CFO, it will offer advanced techniques, interaction with peers and a range of ways in which they can expand their role to increase the value they bring to their organisation.

Attend this course and learn:

• What distinguishes a great CFO from a merely adequate one
• How to deal with challenges in areas where is there is no formula, no recipe, no "right" answer
• How to become more than just "the person who does the numbers"
• How to expand your role and increase your value to your organization
• The breadth of the role of the CFO

Who should attend

  • CFOs
  • Finance Directors and Senior Finance Executives
  • Aspiring CFOs and Finance Directors
  • Financial Controllers
  • Executive Board Directors

Instructors

We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

Dubai
Lance Moir

The Course Instructor has over 30 years financial experience as CFO, Corporate Financier and Treasurer in international companies. He had been CFO of WIN plc and Executive Director of IMImobile, Group Finance Director of First Choice Holidays PLC, Director of Corporate Finance at Bass PLC and Head of Corporate Finance and Strategy at Storehouse PLC. He currently has a portfolio career as an adviser, non executive director and management educator. He is a Visiting Professor at Cranfield School of Management, where he was on the full time faculty, and is a Non Executive Director and Chair of the Audit Committee of Henderson Global Trust PLC.

 

London
Eelco Fiole

The course instructor is based in Zurich and Singapore and serves as a director and trustee on boards of alternative funds and family foundations. His consulting engagements include strategic, operational and product-focused projects in alternative investments, emerging markets and wealth management. Also, he lectures on Risk Management, Finance Ethics and Alternative Investments and regularly speaks on asset management topics.

Previously, he was a.o. COO with Credit Suisse with teams in Zurich, New York and London, operationally responsible for USD 17 bn in alternative investments, Group-CFO of London-based Millennium Global Investments, a global USD 15 bn alternative and emerging market investment group, and CFO and Head Corporate Development of Centrum Bank, a USD 10 bn UHNWI-manager in Vaduz.

He started his career as a corporate and institutional banker with ABN AMRO in Amsterdam. A member of the London-based Institute of Directors, he holds degrees and designations in a.o. Economics (PhD), Finance, Law and Engineering.

Raj Gandhi
The course instructor is FCCA and FCT with 25 years’ experience in the financial services, energy and retail sector, who has built up expertise in finance, treasury, internal audit, risk and governance. He is the former CFO of London Capital Group Holdings plc, and other prominent roles include business analyst in group reporting/global audit manager (treasury) for Royal Dutch Shell plc and group treasurer of Empire Stores Group Plc. Since becoming a trainer and independent consultant in 2009, he has developed reputation for delivering highly pragmatic learning with a practitioner perspective. He is a founder and director of GGV Treasury, Finance & Risk Solutions with clients in the UK and internationally.
Lance Moir

The Course Instructor has over 30 years financial experience as CFO, Corporate Financier and Treasurer in international companies. He had been CFO of WIN plc and Executive Director of IMImobile, Group Finance Director of First Choice Holidays PLC, Director of Corporate Finance at Bass PLC and Head of Corporate Finance and Strategy at Storehouse PLC. He currently has a portfolio career as an adviser, non executive director and management educator. He is a Visiting Professor at Cranfield School of Management, where he was on the full time faculty, and is a Non Executive Director and Chair of the Audit Committee of Henderson Global Trust PLC.

 

Venue

Dubai

Dubai Finance

This programme takes place on a non-residential basis at a central 4 to 5* Dubai hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

London

Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date.

Related Courses

Inhouse


 

Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company's exact requirements? If you'd like to do either of these, we can bring this course to your company's office. You could even save up to 50% on the cost of sending delegates to a public course.

To find out more about running this course in-house:





Our Tailored Learning Offering

If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

We produce learning solutions that are completely unique to your business. We'll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

inhouse-learn-more

We can offer any of our public courses delivered at your office or we can devise completely tailored solutions:


Read more about our offering or complete a call back request to speak to a learning specialist.

 

Agenda

Agendas are localised, please select your preferred location.

Day 1



Strategic Development and the CFO

  • Being clear about the purpose of the organization and how finance drives that purpose
  • Setting strategy and its links to financial objectives
  • Setting a strategic framework
  • Types of strategy and strategy in the corporate life cycle
  • Deciding strategic imperatives
  • The financial purpose of the organisation
  • Understanding shareholder value and value drivers
  • Setting priorities
  • Communicating strategy to non-financial colleagues
  • Leading the finance agenda
  • Making Strategy Work - Improving communication, tracking implementation, adapting


Challenges Faced by the CFO

  • Setting priorities
  • Dealing with volatility, ambiguity and uncertainty
  • Managing expectations
  • Managing the team

 

Talent Management

  • Identifying the skills and composition of the finance team
  • Setting objectives
  • Delegating and managing risk


 

Day 2



Financial Strategy

  • Finance vision, mission, goals and values
  • Setting a strategy for the finance function
  • Creating and protecting value, identifying value drivers
  • Addressing key components (e.g. capital structure, gearing)
  • Talent sourcing and selection
  • Communicating and delivering the Finance vision

Performance Reporting and Analytics

  • Advanced analytic tools and executive dashboard
  • Addressing sustainability issues



Reporting with Clarity and Purpose

  • Relevant key performance measures
  • Communication in fewer words to non-financial audience
  • Report formats


Hazards in the Boardroom

  • CFO as a member of the board
  • Board behaviours
  • Group Think
  • When the board disagrees


Building Relationships and Influence

Building Relationships

  • Building relationships (CEO/Chairman/Audit Committee chair/ Investors/Analysts/banks)
  • Working alongside the CEO and handling conflict or issues calling for judgment
  • Relations with internal and external auditors (incl. new legislation of rotating auditors)
  • Partnering with other corporate functions and business management



 

Day 3

 

Managing Outcomes- budgeting and forecasting

Strategic Budgeting and Business Partnering

  • Linking planning process to the business life cycle and strategy
  • Budgets and rolling forecasts
  • Level of connection and challenge
  • Quality of business decisions
  • Managing expectations and maintaining credibility
  • Periodic business review meetings

 

Risk Management

  • Identifying risks
  • Measuring risks
  • Business, strategic and financial risks
  • Linking risk to strategic management

 

Leading Corporate Treasury

  • Strategy, mission & authorities
  • Understanding the core treasury elements (Funding, investment, currency & interest rate risk)
  • Alignment of strategy and policy with overall business strategy
  • Profit centre vs. value-added centre vs. cost centre
  • Working capital and the Cash Conversion Cycle
  • Critical treasury risks (interest rate, currency, bank risks)

Derivatives and complex financial instruments (swaps, forward contracts)



Day 4




Corporate Finance

  • Balance sheet optimization
  • Capital planning and allocation
  • Re-investment, M&A, debt servicing, dividends, share buybacks
  • Tax planning


Capitalising on M&A Opportunities

  • Defining acquisition criteria and planning acquisition process
  • Financial and commercial due diligence
  • Valuing and evaluating the target
  • Deal negotiation Financing the deal
  • Purchase and sale contract
  • Taking charge and integrating the business


Corporate Valuation and Managing the Share Price

  • Valuing the firm
  • DCF methods
  • Share prices and links to corporate strategy
  • Communicating and delivering the Finance vision

 
Dividend Policy



Day 5




Corporate Governance

  • International governance frameworks
  • The UK Corporate Governance Code 2010 - main principles
  • The Companies Act 2006 - Directors responsibilities in law
  • Corporate governance and public reviews
  • CFO’s role in corporate governance
  • System of internal control



Business Ethics

  • Identifying an ethical framework
  • Corporate culture and personal responsibility
  • Appreciating importance of behaviours
  • Connecting business values and ethical values
  • Setting the ethical framework

Exercise and Discussion: Tackling ethical dilemmas

Fraud, Bribery and Corruption

Fraud

  • Motives and indicators of fraud
  • Fraud prevention


Bribery and Corruption

  • Definitions and prohibited practices
  • Foreign Corrupt Practices Act, OECD convention
  • The Bribery Act 2010 –practical implications

 

Day 1


Introduction and Course Objectives

  • Context of the global crisis and the ever increasing demands made on the CFO role
  • Course Director and delegates
  • Course objectives
  • Reasons for attending

Strategic Development and the CFO

  • Setting strategy and its links to financial objectives
  • Setting a strategic framework
  • Types of strategy and strategy in the corporate life cycle
  • Strategy – two views: industrial economics and resource based strategy
  • Communicating strategy to shareholders and funders
  • Understanding shareholder value and value drivers
  • Setting priorities
  • Communicating strategy to non-financial colleagues
  • Leading the finance agenda
  • Aligning finance strategy to organization’s strategy, operating plans and performance
  • Making Strategy Work - Improving communication, tracking implementation, adapting

Discussion: CFO at the heart of strategic development

Group Discussion: Identify key input factors


Day 2 


Performance Reporting and Analytics

  • Advanced analytic tools and executive dashboard
  • Addressing sustainability issues
  • New IT enablers to improve end-to-end processes
  • Information architecture,  legacy systems and manual interfaces

Case Study and Discussion: Enhancing quality and presentation of reports (internally and externally)


Reporting with Clarity and Purpose

  • Relevant key performance measures
  • Communication in fewer words to non-financial audience
  • Report formats

Case Study: Pulling it all together – expectations, outcomes and enhanced reporting 


Hazards in the Boardroom

  • CFO as a member of the board
  • Board behaviours
  • Group Think
  • When the board disagrees

Case Study and Discussion: Working harmoniously alongside fellow board members


Building Relationships and Influence

Building Relationships

  • Building relationships (CEO/Chairman/Audit Committee chair/ Investors/Analysts/banks)
  • Working alongside the CEO and handling conflict or issues calling for judgment
  • Relations with internal and external auditors (incl. new legislation of rotating auditors)
  • Partnering with other corporate functions and business management

Case Study and Discussion: Developing professional relations with the CEO, stakeholders and auditors


The Influential CFO

  • Personal effectiveness, presence and credibility
  • Communication skills and social interactions
  • Holding centre stage effectively
  • Close relationship (or rapport) with decision taker
  • Managing significant events such as cross border acquisitions
  • Managing a business discontinuity event

Discussions: How to influence people within the business


Day 3


Beyond Budgeting

Strategic Budgeting and Business Partnering

  • Linking planning process to the business life cycle and strategy
  • Budgets and rolling forecasts
  • Level of connection and challenge
  • Quality of business decisions
  • Managing expectations and maintaining credibility
  • Periodic business review meetings

Discussion: Obtaining ownership, accountability and buy-in from the budget holder

Bank Treasury
Key elements and organisation of Bank Treasury Management 

  • Treasury Products: offer to customers risk coverage and investment solutions for simple to complex products (structured products) including fixed income, interest rates, equities and exchange rates, and commodities
  • Challenges facing banks' treasury departments in the current economic climate e.g .New regulatory guidelines such as Basel III and the implications for Corporates
  • Interaction with other parts of the bank: implications of trading activity on the bank's capital and the cost of the funding


Discussion: Bridging financial risk management, financial accounting and corporate financial management


Leading Corporate Treasury

  • Understanding the core treasury elements (Funding, investment, currency & interest rate risk)
  • Alignment of strategy and policy with overall business strategy
  • Profit centre vs. value-added centre vs. cost centre
  • Critical treasury risks (interest rate, currency, bank risks)
  • Derivatives and complex financial instruments (swaps, forward contracts)


Discussions of recent corporate and financial services cases where controls have been weak or have collapsed


Crisis Management

  • Assessing situation, identify biggest problems
  • Knowing your stakeholders, rebuilding credibility
  • Honesty, openness, being positive, communicating clearly
  • Scenario planning and risk assessments
  • Responsibility and accountability
  • Use of advisers
  • Plan B

Discussion: Why first few days are most critical?

Day 4

Financial Strategy
  • Finance vision, mission, goals and values
  • Setting a strategy for the finance function
  • Creating and protecting value, identifying value drivers
  • Addressing key components (e.g. capital structure, gearing)
  • Talent sourcing and selection
  • Communicating and delivering the Finance vision

Case Study – External communication through investor relations

  • Setting targets for the operating business
  • Main Influences - business size and sophistication


Group Exercise: Creating a financial strategy

Corporate Finance
  • Balance sheet optimization
  • Capital planning and allocation
  • Re-investment, M&A, debt servicing, dividends, share buybacks
  • Tax planning
  • Transfer pricing & thin capitalisation


Discussion on international tax planning (Starbucks/Google) and impact on reputation

Capitalising on M&A Opportunities
  • Defining acquisition criteria and planning acquisition process
  • Financial and commercial due diligence
  • Valuing and evaluating the target
  • Deal negotiation Financing the deal
  • Purchase and sale contract
  • Taking charge and integrating the business


Case Study and Discussion: Recent examples of worst takeover deals and what went wrong

Risk Management and Risk Reporting (Banking Perspective)

Responding and sustaining risk framework

  • Main elements of risk policy 
  • Overcoming implementation challenges 
  • Understanding risk jargon: appetite, tolerance, aggregation and mitigation 
  • Strategies to respond for risk


Tackling the variety of risks

  • Market / credit / Operational risks and their interactions 
  • Management of emerging complex risks 
  • Capital adequacy frameworks


Risk Reporting

  • Integrated risk management processes 
  • Risk management and reporting

Day 5

Corporate Governance
  • International governance frameworks
  • The UK Corporate Governance Code 2010 - main principles
  • The Companies Act 2006 - Directors responsibilities in law
  • Corporate governance and public reviews
  • CFO’s role in corporate governance
  • System of internal control


Case Study and Discussion: Prominent failures in corporate governance

Business Ethics
  • Identifying an ethical framework
  • Corporate culture and personal responsibility
  • Appreciating importance of behaviours
  • Connecting business values and ethical values
  • Setting the ethical framework



Exercise and Discussion: Tackling ethical dilemmas

Fraud, Bribery and Corruption


Fraud

  • Motives and indicators of fraud
  • Fraud prevention


Case Study and Discussion: Warning signals and what to look for (including potential fraud in M&A)

Bribery and Corruption

  • Definitions and prohibited practices
  • Foreign Corrupt Practices Act, OECD convention
  • The Bribery Act 2010 –practical implications

Case Study and Discussion: Conducting investigations into bribery, corruption and fraud with potential impact on business reputation


Why us


We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

  • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
  • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
  • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product