CFO Studio Magazine with David Chambers, CFO, Jaguar Land Rover NA

3rd QUARTER 2016 WWW.CFOSTUDIO.COM 35 for services by $22 million, enabling the organization to increase by nearly 20 percent the number of people with disabilities or special needs served. She has also served as a consultant and advisor to other Easter Seals affiliates across the nation by sharing her expertise in cash management, financial systems, and financial leadership. “In my discussions, I use the numbers to tell the story about how what we do impacts those we serve and support,” she said. “It’s the lives touched that is most important. We all have state-specific and regulatory issues to contend with as well as business model issues. At the end of the day, it’s not really about all that. It’s about how we, in all of our individual businesses here, serve that end-consumer.” Many in the group admitted not-for-profit work was not on their radar while they were in school. “My goal was to be the CFO of a Fortune 1000 company making money for shareholders,” said Mr. Barry. “Here I am in a not-for-profit for 30 years, working for shareholders who are the people we serve. We have to be there to help our respective organizations remain financially viable so we can continue serving those who are impacted by our mission.” The participants agreed that running a not-for-profit can be a balancing act. A solid infrastructure is vital, as is balancing overhead costs. Transparency is key as well. Open communication with donors, the executive leadership team, staff, and board of directors is important, but there are many more populations that must be addressed. Many in the room referred to the book Uncharitable: How Restraints on Nonprofits Undermine Their Potential , by Dan Pallotta, which examines the constraints put on not-for- profits by the public. A parallel theme in the book and at the CFO Studio Executive Dinner was that not-for-profits must be allowed to use the tools of commerce to thrive and accomplish their missions. A successful Chief Service Officer doesn’t just talk the talk but walks the walk, saidMs. Marks Young. “Bob [Barry] shared a story about his staff coming in on a weekend tomake sandwiches during Hurricane Sandy. That’s being of service internally to the staff as a role model and externally to the consumer we all service,” said Ms. Marks Young. “That’s what it is all about.” She said it is important to focus on the population being ministered to. “It’s about how we serve our end-consumer or customer to live their best life, to have what it is they need, what brings value to them, and that holds true whether you are for profit or not for profit.” C Discussion Leader Cheryl Marks Young Chief Financial Officer Easter Seals New Jersey MEETING PARTICIPANTS Robert Barry Chief Financial Officer Community FoodBank of New Jersey Albert Caamic President and Chief Financial Officer Caamic Management LLC William Curnan Chief Operating Officer Advancing Opportunities Anna DeJesus Chief Financial Officer Family & Children’s Service of Monmouth County Jorge Diaz Vice President of Finance Alternatives, Inc. Michael Kawas Executive Vice President & Chief Financial Officer Musculoskeletal Transplant Foundation Louis Mattina Finance Executive Gary Miller Chief Financial Officer Youth Consultation Service Joann Roccanova Chief Financial Officer Park Avenue Club David Ticker Chief Financial Officer American Liver Foundation Vincent Tuzzio Chief Financial Officer Samaserve Rondell Walker Chief Financial Officer and Consultant RJ Finance Associates Volunteers who helped package food included Albert Caamic, President and CFO, Caamic Management “I USE THE NUMBERS TO TELL THE STORY ABOUT HOW WHAT WE DO IMPACTS THOSE WE SERVE AND SUPPORT.”