Focus on the skills that will help you and your organization become more effective dealing with risk, fraud, cybersecurity, mergers, and acquisitions.
Financial leaders, regardless of title, who are, or aspire to be, chief financial officers. Discussions are targeted to people in midsize organizations
- Understand the risks of cyber-crime and how to enhance data security.
- Identify a business’ fraud risk profile and create meaningful internal controls.
- Identify the key considerations when exploring mergers as a tactic to achieve strategic objectives.
- Learn how to fit in and become productive in a new environment.
Cybersecurity for the CFO: Ransomware and Beyond
Cybercrime increased by more than 500 percent during the pandemic. Many financial leaders are tasked with overseeing computer security, which is typically outsourced. Verizon reports that 44 percent of all data breaches by companies with less than 1,000 employees were caused by malicious employees. We will review a multi-step plan on how to enhance your data integrity.
Detecting Internal Fraud: Expect the Unexpected
- Identifying weaknesses within your cybersecurity
- Recognize the more common threats
- Understand your most vulnerable risk – your employees, including you
- How, where and how many backup plans
- Is an IT disaster recovery plan sufficient?
- The pros and cons of the cloud
- Do we truly understand our cyber-insurance policy?
- The need for a method to shut everything down immediately
- How cybersecurity is not for IT alone, it is crucial for the entire organization
Two-thirds of small businesses will experience some form of employee fraud according to the Better Business Bureau. 30 percent of business failures result from employee fraud; and current estimates indicate businesses lose 5 percent of their revenues to occupational fraud. Many businesses do not have adequate controls in place to prevent and detect fraud, often because of time, staff, or financial constraints. This session will discuss common frauds and identify realistic ways for businesses to take steps to prevent becoming the next victim.
Mergers and Acquisitions: Tips and Speed Bumps to Avoid
- Defining the problem: What are the key elements of occupational fraud?
- Requirements for internal controls: SOX, FCPA, SAS 115 as well as lenders, investors, regulatory bodies
- How to develop a risk profile for the organization and employees
- Establishing specific controls targeting the business’ risk
- Monitoring the culture, the staff, and the controls for effectiveness
Mergers, acquisitions, and alliances have been — and will continue to be — major paths to organizational growth and increased competitive advantage. Despite the great initial promise of many mergers and alliances, few seem to yield the anticipated results. Numerous studies indicate that between 55 percent and 77 percent of mergers fail to accomplish their intended purpose. This course helps financial professionals, and their advisors identify, execute, and consummate mergers and acquisitions that create shareholder value while avoiding the many traps that can cause post-acquisition failure.
Transition Smoothly in Business: Success and Fun in Your New Role
- Identifying potential acquisition candidates
- Make strategic acquisitions
- Understand the keys to effective and efficient due diligence
- Plan and execute an effective integration
- Key considerations
Most professionals will change roles many times. Is your position changing - a promotion, a new job, retirement, joining a board? How to transition smoothly and understand those who you will work with? How will you fit in? How will youI learn what to do and what not to do? This seminar will prepare you to move on and be successful.
- The two crucial questions to ask when taking on a new role
- How to check out the new organization and the new manager – before you start
- Approaches to maintaining professionalism when others do not
- Ways to interact with multiple generations
- Learning to adapt to changing situations
- Techniques to integrate work and social life
Participants should have at least six months of industry or public experience and a thorough knowledge of financial accounting principles and practices. Management experience is helpful.