CFO Programme

5 days 9-13 Apr 2017, Dubai UAE £4,750.00 Download brochure Add to basket
5 days 7-11 Aug 2017, London UK £5,275.00 + VAT* Download brochure Add to basket
5 days 13-17 Nov 2017, Singapore Singapore $6,800.00 Download brochure Add to basket
5 days 4-8 Dec 2017, London UK £5,275.00 + VAT* Download brochure Add to basket

* Claim back your VAT
Find out more

Request a different date or location for this course (we regularly add courses following requests).

{{alternativeRequestSuccess}}
{{alternativeRequestError}}

* Claim back your VAT
Find out more

Overview

Forward-looking CFOs are setting a clear vision to meet business expectations in today’s increasingly volatile and complex world. This newly designed five day course is tailored specifically for the CFO keen to meet the demands of Business leaders who want their finance organisation to deliver increasingly sophisticated levels of service and continue its evolution as a true partner in the business. It comprehensively focuses on the modern day challenges, the way in which finance leadership is evolving and the future role of the CFO.

In addition to the traditional finance leadership role, the course covers emerging challenges in the areas of regulation, globalisation, risk, transformation, stakeholder management, reporting, talent and capability, ethics, bribery, corruption and fraud.

The program will highlight valuable insights into practices that are being adopted by CFOs globally, and will provide a useful forum for networking and sharing experiences. Delegates will be able to contribute to numerous group discussions, as well as drawing upon the extensive experiences of each other, the course director and the guest speakers.

By attending this course, you will learn about:

  • Developing and communicating strategy so everybody understands where Finance is heading
  • Optimising overall performance by business partnering and identifying growth opportunities
  • Long-term planning and resource allocation (e.g. capital structure mix, M&A, dividends)
  • Delivering a balanced finance operating model that is responsive, scalable and cost-effective
  • Ensuring sound governance framework around information integrity, ethics, bribery and fraud
  • Implementing new or changing regulations in a timely and cost-effective manner
  • Motivating and retaining the right people
  • Developing more influence with the executive board, business management and stakeholders
  • Filtering and analysing data to communicate salient information

 

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
Alastair Dryburg

The course instructor trained as a Chartered Accountant with Ernst & Young, working for them in the UK and later in Italy after graduating in mathematics from the University of Cambridge. He then worked for the Pearson Group as internal audit manager before becoming finance director of one of its subsidiaries. He has been Finance Director or CFO of six companies, including high-growth and turnaround situations. He has worked as a mentor for the Institute of Chartered Accountants on a senior level development programme.

He now works as an independent strategy consultant advising a range of businesses. He writes a monthly column for Management Today and a weekly column for forbes.com and speaks regularly to CEO and other senior audiences.

London
Eelco Fiole

Guest Speaker 2 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.

 

Singapore
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.

Singapore

4-5 Star Hotel in Singapore

All of our courses are held in 4 – 5 star hotels, chosen for their location, facilities and level of service. You can be assured of a comfortable, convenient learning environment throughout the duration of the course.

Due to the variation in delegate numbers, we will send confirmation of the venue to you approximately 2 weeks before the start of the course. 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.

Related Courses

Inhouse

We can bring this course to your company's office.

If you simply 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. Our tailored learning solutions are designed specifically for your organisation’s needs.

We’ll be here to support you every step of the way. From the initial consultancy through to evaluating the success of the full learning experience. We'll ensure you get the maximum return on your training investment.

Find out more

Agenda

Agendas are localised, please select your preferred location.

Day 1


Strategy

Formulating strategy is a key task for the board, and there are two roles for the CFO. One is to participate fully in the development of strategy, while the other is to ensure that the end product is realistic, robust and financially sustainable. This module will give CFOs the strategic understanding they need to be credible in strategy discussions, and also a framework for ensuring that any strategy proposed is financially robust and achievable.

  • Techniques of strategic analysis;
  • Formulating strategy; choosing between different forms of strategy;
  • Creating sustainable competitive advantage;
  • Ensuring realism in strategy - what is achievable, and at what cost?

Strategic Budgeting

The budget is the single most powerful tool for turning strategy into reality, but can also be the biggest obstacle. This module will offer a set of tools and techniques for linking strategy and budget. It will also show how to use the budgeting process as a powerful tool for improving business performance.

  • Zero-based and activity based budgeting
  • Ensuring alignment between budget and strategy
  • Using the budget as a tool to ensure delivery of the strategy
  • Dysfunctional forecasting and budgeting "games" and how to avoid them

Reporting and Analytics

The right choice of metrics can make or break the implementation of strategy. As the amount of information available in the business increases exponentially, it becomes more and more important to choose the right metrics to report. This module will enable CFOs to develop the optimum set of financial and non-financial measures to drive and control the business.

  • The balanced scorecard approach; developing set of metrics
  • Choosing the right financial and non-financial metrics
  • Creating a senior management dashboard
  • Getting the right mix of forward-looking and backward-looking metrics

Day 2

Profit Improvement

Managing profitability goes beyond controlling costs. This module will present a set of powerful, often under-used tools for maximising profitability, together with a process for deciding which to use in which order for maximum impact with minimum effort

  • Identifying leverage; how to find the interventions which will produce the maximum impact with minimum effort
  • Using pricing policy as a tool to improve profitability
  • Cost control; a return on investment approach
  • Advanced techniques for identifying excess cost and capacity

Influencing and Persuading

It's not enough to be right; you need to be able to persuade others to your point of view. This is particularly challenging at board level when you are dealing with a group of forceful individuals with very different thinking and decision styles. This module will explain the psychology of persuasion with reference to recent work in the fields of behavioural economics and cognitive psychology. It will also show you how to diagnose other people's ways of thinking and deciding, enabling you to communicate and influence effectively even when their styles are very different from your own

  • Building your own personal presence, credibility and gravitas
  • Understanding your colleagues' thinking and decision-making styles
  • The psychology of persuasion; 6 factors to consider
  • Understanding and working with different approaches to risk
  • How to explain complex financial concepts to non-financial people

Hazards in the Boardroom

The boardroom can be a hazardous place; many C-level careers end early. To ensure your own career longevity, this module will look at the most usual causes of failure, show you how to be alert to the early warning signs and give you practical, effective strategies for avoiding and dealing with the challenges that arise

  • The most common reasons for CFO failure and how to avoid them
  • Understanding what the different stakeholders expect of you
  • Dealing with conflicts between board members and other stakeholders

Day 3



Leading Your Team

Behind every successful CFO is an effective team. This module will show you how to create a team which will support you, even if the team you inherited is lacklustre and you don't have much scope to change staff

  • How to ensure that your team will never embarrass you
  • Managing relationships between the finance team and the rest of the organization
  • Motivating and leading for high performance

Risk Management

As the world becomes more volatile and unpredictable, the scope of risk management constantly increases. This module will challenge you to look beyond the usual range of risks considered, and give you a way of identifying the full range of risks - and opportunities - facing your organisation

  • How to identify the full range of risks to which the organization is subject
  • The psychology of risk perception; understanding common biases and overcoming them
  • Different ways of dealing with risk
  • Creating your risk management plan

Crisis Management

This is the module you hope you will never need. But if you should find yourself engulfed in a crisis, you need to be prepared. Some organisations have been destroyed by crises, but others have emerged stronger

  • Principles of crisis management
  • Setting priorities
  • How to be better prepared
  • The importance of priorities, and how to ensure you set the right ones

Day 4


Fraud

The prevention and detection of fraud is part of your responsibilities but is often neglected until something goes wrong. This module will challenge you look again at the systems, practices and culture of your organisation to ensure that there no unpleasant, embarrassing surprises

  • Warning signals of fraud
  • Understanding how fraud is detected
  • Systems and controls to prevent fraud
  • Systems and controls are never enough; ensuring vigilance and the right culture

Ethics, Bribery and Corruption

Companies in most parts of the world are coming under increased scrutiny, the world is becoming more transparent and the dangers of unethical behaviour are increasing. When faced with pressure to behave unethically, very often the easy part is knowing the right thing to do. The difficult part is doing the right thing and surviving. This module will look at how to resist pressure to behave unethically and maintain your integrity while keeping your job.


Day 5



Mergers and Acquisitions

The research is quite clear; most mergers and acquisitions do not create value for the acquiring organisation. But still you may need or want to do one. How do you beat the odds and ensure that your acquisitions deliver value?

  • Principles for choosing acquisition targets
  • Testing the strategic rationale for acquisitions
  • Valuation of acquisitions
  • Post-acquisition integration; knowing, and being prepared for, the common pitfalls

Treasury Management

This module will look at the core treasury elements - funding, working capital management, investment, currency & interest rate risk -and the associated risks

  • Alignment of strategy and policy with overall business strategy
  • Working capital and the Cash Conversion Cycle
  • Critical treasury risks (interest rate, currency, bank risks) and the ways of dealing with them
  • Control risks in treasury management

 

 

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


Business and Economic Environment

  • Managing the complex needs of all stakeholders
  • Tackling volatility and uncertainty
  • Scenario modelling

Exercise and Discussion: Tackling future challenges

Key Elements of Bank Risk Management and Implications for Corporates

  • Idiosyncrasies and conventions of bank risk management
  • Introduction to the bank regulatory capital adequacy framework
  • The catch-all nature of Operational Risks and its implications
  • Understanding Credit Risk: concepts, practice and limitations
  • Liquidity risks for banks and effects on Corporates
  • Market risks - interest rates and currencies: techniques and applications
  • Hedging techniques with derivative instruments

The session is characterized by:

  • integration of actual real-life examples, financial crises and regulatory responses
  • focus on bridging financial risk management, financial accounting and corporate financial management


 

Day 4



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) 

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

Exercises on treasury fundamentals / hedging instruments (Interest rate swaps/currency forwards)

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?

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

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


Day 1
Introduction and Course Objectives
  • Defining the purpose of the organization and the role of the CFO in delivering that
  • The ever increasing demands made on the CFO role
  • Course Director and delegates
  • l Course objectives
  • l 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
  • Leading the finance agenda
  • Aligning finance strategy to organization’s strategy, operating plans and performance
  • Making Strategy Work ­ Improving communication, tracking implementation, adapting
  • Setting a financial strategy

Discussion:  CFO at the heart of strategic development

Group Discussion: Identify key input factors

Day 2

Performance Reporting and Analytics
  • Defining what to measure and executive dashboard
  • Addressing sustainability issues
  • What to report to the board and to internal management

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

Reporting with Clarity and Purpose
  • Relevant key performance measures
  • Linking KPIs to strategic objectives and near term deliverables
  • Quality of business decisions
  • Managing expectations and maintaining credibility
  • Periodic business review meetings

Discussion:  Obtaining ownership, accountability and buy­in from the budget holder

  • Communication in fewer words to non­financial 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

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

Group Exercise:  Creating a financial strategy

Corporate Finance
  • Balance sheet optimization
  • Capital planning and allocation
  • Re­investment, 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

Day 4

Valuation and managing the share price
  • Understanding how various methods of valuation are undertaken
  • The impact of valuation on the firm
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
Business and Economic Environment
  • Managing the complex needs of all stakeholders
  • Tackling volatility and uncertainty
  • Scenario modelling

Exercise and Discussion:  Tackling future challenges

Risk Management and Leading Corporate Treasury and
  • Building a risk framework
  • Business risk and financial risk
  • Reporting risk
  • 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)

Discussions of recent corporate and financial services cases where controls have been weak or have collapsed
Exercises on treasury fundamentals / hedging instruments (Interest rate swaps/currency forwards)

Day 5

  • 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
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

Course summary and close

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