Chief Financial Officer (CFO) Programme (BIBF)

3 days 25-27 Nov 2018, Manama Bahrain £1,790.00 Download brochure Add to basket

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Overview

This course is held in partnership with:

 

 

 

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

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.

Manama
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

Manama

Manama Hotel

This programme takes place on a non-residential basis at a central Manama 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.

If you need help booking accommodation for your visit to our training courses, please contact accommodation@euromoneylearningsolutions.com and one of our partners will help you get the best rate possible.

 

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.

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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



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
  • 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
  • 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
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

 

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

Group Exercise:  Creating a financial strategy


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

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


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



Corporate Finance

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


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

Risk Management and Leading Corporate Treasury

  • 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. value­added 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)
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