Churn in the finance director world is up, for good and bad reasons. In some cases, they appear to be the scapegoat for an underperforming business or one that is in a panic and needs a quick message for the markets that they’re regaining control. In other, more evident examples, they’re being promoted to chairman, to chief executive, or to more prominent nonexecutive roles, consolidating a few years of graft against punishing conditions – and leading a business as we ponder the chance of a double-dip recession.
Chief among the skills FDs now need to do this are the ability to create and lead the most valuable relationships, with lenders, with investors, with markets, employees above and below them – demonstrating that they can cajole, persuade, bring with, and where required dispatch with all of those while creating added value. Our special report on leadership covers all these issues at a pertinent time.
WANdisco's 'new' finance chief Erik Miller is named CFO - again - after an extraordinary few months for the AIM-listed big data business
Our latest in a daily series of interviews with FDs showcases EDM Group CFO Jimmy Eyerman, who is helping the document digitiser align with its increasingly tech-focused clients
Our latest in a daily series of interviews with FDs showcases Kajima Partnerships finance chief Nigel Chism, who is helping the property development business move forward despite political turmoil
Increase governance without stifling competitiveness; enforce already-in-place rules; were the key messages from the business community after the government released a green paper on governance