In every business there comes a tipping point when change is needed to get to the next stage of growth. While as a company owner or CEO, you may be adept at running the day-to-day, at some point you may start to feel that you need to be more tuned into your finances.
Maybe you have a Controller or bookkeeper keeping transactions up-to-date so you can run reports for your banker from time to time. But what happens when transactions start to get more difficult to deal with or you need more insight into financial metrics that will drive strategic decisions? If the following situations sound familiar, it may be time to start thinking about hiring a Chief Financial Officer (CFO):
- You are growing fast and looking to acquire or attract new capital
- Investors or financiers are requesting more sophistication in reporting
- The company doesn’t have the internal capabilities to consistently (and accurately) close out the books every month
- The business is facing declining revenues, stagnant growth, or rising market competition that calls for someone to provide more strategic leadership and set out a direction and action plan
- You feel like you don’ have a full handle on the metrics and KPIs that ultimately drive the business and measure your progress
The only certainty in business is change. But change is accelerating, less predictable, and increasingly, beyond the control of organizations. As technology and unforeseen events continue to drive exponential change, businesses that can’t keep up risk being left behind.
Companies struggling to generate growth and stay relevant amid rapid transformation often look to new leadership. A growing number of companies are also looking to a different kind of leader—one who specializes in change and embraces the challenge of helping companies solve their biggest issues. Enter the interim executive, a new breed of on-demand leadership that brings outside perspective, cutting-edge thinking, veteran experience, and a laser focus on results.
Uncertainty is growing in the US with coronavirus cases
mounting. California, Illinois, Michigan, and other states have taken serious
actions with shelter-in-place orders, leaving many people wondering how this
will impact them personally as well as their companies and the economy as a
At the same time, we’re reflecting on how much there is to
be grateful for, including the strong relationships we’ve built over 10+ years
with inspiring leaders. These are women and men who focus their careers on running
into the burning building – the company in trouble – learning fast,
listening, assembling resources, providing fresh and objective insights,
developing new plans and actions for survival and ultimately blueprints for a
We recently convened a call with some RED Team execs who shared how they are adapting to new ways to work. Many executives shared experiences on the front lines figuring out how to help combat the virus and also help people work smarter and safer:
Friends, we are kicking off 2020 energized by all the big wins to come after completing an excellent 2019 adventure. Ok, ok, 2019 is seeming a bit passé now that we’re in a brand new shiny decade (still letting that set in), but before we get into upcoming plans, will still need a quick recap and note of appreciation for your hard work and support.
First, a big thanks to our team of elite executives we call RED Team Ready, who performed in amazing engagements throughout 2019 in the US and Europe. We are nothing without your trust, your encouragement, and your daily support. Truly.
With a go-to team of brilliant leaders eager to jump in at a moment’s notice, we have an unmatched capability that makes up the essence of RED, Rapid Executive Deployment. While you hail from around the world and your skills and abilities are each unique, we can sum up your excellence with a common and shared passion and unstoppable energy to give your best in everything you do. We know you love the people and organizations you lead, and cannot say thank you enough for teaming up with us.
“CFOs are retiring at the fastest pace in at least a decade,” reports a Wall Street Journal article citing that the increasing complexity of the role and for public CFOs, the lure to cash out shares in a hot stock market, make it even more attractive to make the change. An analysis of 12 years of regulatory filings by Audit Analytics for The Wall Street Journal showed that “one in six executives who left the CFO position at a U.S. public company in 2018 did so to retire, the highest share since at least 2007.”
In addition to many baby boomers simply being of retirement age, CFOs are facing new demands professionally. Historically, a CFO’s workload was focused on compliance, best accounting practices, and financial reporting. As the financial world grapples to evolve at an accelerated rate with the onslaught of digital transformation, so does a CFO’s job description. Today CFOs are faced with even more complex responsibilities that include making strategic decisions about investments, understanding and leveraging technology to streamline accounting practices, and developing financial disaster recovery plans to deter risk and cybercrime.
Many nonprofit organizations and foundations struggle with limited capacity and do not have the luxury of time or surplus of funding to reflect on how each task at hand contributes to their overall strategy. Nonprofit employees and board members can be overwhelmed by day-to-day activities, making it a challenge to take an introspective step back and improve strategic management.
Unfortunately, this puts up blinders as to where holes exist in their systems and plans. This can also lead to problems in accountability, a weak strategic plan, not to mention the staff stretched thin.
Nonprofit organizations typically are faced with several business challenges from inefficiencies in operations and deficiencies in program planning. Other issues nonprofits face are limited resources, and aligning their culture with clear, measurable business goals.
In an interview with Marketplace reporter, Nancy Marshall-Genzer, InterimExecs’ CEO Robert Jordan, shared his insights on the increasing use of interim executives in public companies, privately held companies, and nonprofit organizations.
The piece discussed how in many cases interim executives are brought in during critical transitions – both in times of crisis and rapid growth. A good Interim CEO or other C-suite executive builds trust within the organization, and often serves as a mentor to set up the team for future success.
The great thing about playing the board game Monopoly as a kid was that you could buy up everything, collect rents all over the place (or get slaughtered if say your older sister was just a better player) but when the game ended, it was over.
We’re now living a real life monopoly game that’s crept up on even the strongest free markets.
In 2017, 75% of the beer market was cornered by three monopoly companies and one, Anheuser-Busch, held more than 40% alone. In the online search industry, one company monopolized the market and held 91% of market share and 98% of the cell phone market is concentrated among the four largest companies, with 70% being split between Verizon and AT&T alone. Even seemingly trivial things like peanut butter, coffins, and adult websites are all controlled by only a couple of firms.
Modern healthcare is as complex as physiology inside our own bodies. The healthcare industry is now waist deep in an era of extreme disruption. The breakneck pace of technological innovation coupled with the increasing aging population and chronic diseases is a recipe for historic changes in healthcare.
In the healthcare ecosystem, some organizations will sink, and some swim as disruption occurs. From hospitals to clinics, to patients to pharmaceutical companies, to insurers to medical technology businesses no entity will be unaffected.
Leaders in healthcare say legacy providers must respond swiftly to the changes. The abrupt exit of critical leadership, gaps in capacity and expertise, or old systems that no longer work can quickly become problems. Because these factors are interwoven, health care organizations can find themselves unraveling if they don’t act fast.
It is likely that every organization will reach a crossroads where they must decide to grow, transform, or stagnate. No business opts to stand idle but by default, many do. In fact, when it comes to achieving sustainable growth, only 20% of organizations find success. How do organizations find themselves in a standstill? Usually, leadership has their hands tied — whether they are at a loss as to which direction the organization should go, are bound by layers of bureaucracy, or do not have the capacity to drive much-needed organizational change.