Basic HTML Version
10
WWW
.CFO
STUDIO
.
COM
/ 1
ST
Q
UARTER
2012
CFOs Turned CEOs
Provide Savvy
Career Advice
CFOs who aspire to move up the career ladder must think
strategically – and be engaged in reinventing their companies.
By Bari Faye Siegel
T
HE CHIEF FINANCIAL OFFICER
,
especially in smaller
organizations, likely has his or her hand in daily accounting
duties, quarterly analysis and annual reporting. The CFO often
heads up audits and takes the financial lead on mergers,
acquisitions and other similar endeavors. However, not every
CFO has the vision – or even the interest – in going beyond
the call of financial duty.
Those CFOs with the desire and drive to exceed expectations
in their respective companies must think and act like other more
advanced C-Level executives in the firm. They must become a
proactive voice when it comes to day-to-day business functions,
as well as promote growth strategies that aim to take the
company to the next level. When done successfully, the CFO
can – and often will – move up the next rung of the ladder.
As four CFOs turned CEOs can attest, there is a huge
difference between a number-crunching, calculator-clutching
accountant and a strategic-thinking operations executive. The
executive must be able to strike a balance between where the
company has been and where it’s headed.
Get quoted! Participate in the CFO Studio Knowledge Registry at
www.CFOstudio.com