Cfo To Ceo Quotes

We've searched our database for all the quotes and captions related to Cfo To Ceo. Here they are! All 20 of them:

The CFO asks the CEO, “What happens if we invest in developing our people and they leave us?” The CEO responds, “What happens if we don’t, and they stay?
Trish Bertuzzi (The Sales Development Playbook: Build Repeatable Pipeline and Accelerate Growth with Inside Sales)
The CIO and CFO working together in harmony is the best possible relationship that can generate utmost value for the organization.
Houssam Kaddoura (CIO Going on CEO: A Success Guide for Information Technology Professionals)
The very best way to know what you want is to act in the role. Not just in title, but in real action. In my career, I’ve been acting VP of HR, CFO, and VP of sales. Often CEOs resist acting in functional roles, because they worry that they lack the appropriate knowledge. This worry is precisely why you should act—to get the appropriate knowledge. Indeed, acting is really the only way to get all the knowledge that you need to make the hire, because you are looking for the right executive for your company today, not a generic executive.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
A company like GM is a finance-driven company who always has to live up to financial expectations. Here we look at it the other way around—the product is successful when it’s great, and the company becomes great because of that.” (This mirrored what Musk had told me earlier in the day: “The moment the person leading a company thinks numbers have value in themselves, the company’s done. The moment the CFO becomes CEO—it’s done. Game over.”) Von
Tim Urban (The Elon Musk Blog Series: Wait But Why)
After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?
Joshua Fields Millburn (Everything That Remains: A Memoir by The Minimalists)
It’s Time to Split HR 500 words HBR article by Ram Charan, July–August Many CEOs are disappointed with their HR departments. Charan proposes a radical solution: Eliminate the position of chief human resources officer and split HR into two functions: HR-A (administration), which would manage compensation and benefits and report to the CFO, and HR-LO (leadership and organization), which would focus on improving people capabilities and report to the CEO. Here’s what our readers had to say:
Anonymous
The path to the CEO's office should not be through the CFO's office, and it should not be through the marketing department. It needs to be through engineering and design. ~ Elon Musk
Chris Johnston (Elon Musk: 101 Greatest Business Lessons, Inspiration and Quotes from Elon Musk (Business Books, Entrepreneurship, How To Be Successful))
This is one of the reasons the best organizations are often run in tandem. The combination of the keeper of the vision (CVO) and the operator (the CFO or COO). It is a partnership of complementary skill sets. We are more likely to get these partnerships if we adjust the formal hierarchies in our companies to promote the right mindset to fit the purpose of the job. This means that we need to stop seeing the CEO as number one and the CFO or COO as number two and start thinking of them as vital partners in a common cause. One does not know how to do the other’s job better than they do (which is why they need each other).
Simon Sinek (The Infinite Game)
Keep your cryptography skills away from the CFO. The IT budget must clearly show where the money will be spent and what value it will create.
Houssam Kaddoura (CIO Going on CEO: A Success Guide for Information Technology Professionals)
Consider, though, how the insight sessions, industry updates, and briefings for the CEO and CFO before the analyst calls will help meet the customer's business needs and will also link to the objective of building relationships with the CEO and CFO over the next six months; likewise, the coaching sessions and prep before the board meetings will cement the partner's relationship with the CFO even further. Meeting with the CEO and CFO before analyst calls to brief them on issues that they might need to discuss will give the partner the opportunity to provide essential information when they need it the most, creating a dependency on the partner and cementing his relationship as a trusted adviser to the company's leadership team. People are often focused on trying to get their customers to like them. I always advise my clients that it is nice if your customers like you, but essential that they need you. You want to include negotiable issues that position you to create this type of dependency.
Victoria Medvec (Negotiate Without Fear: Strategies and Tools to Maximize Your Outcomes)
We believe the great CEO’s of today should have the brain of a CFO, the heart of a storyteller, and the soul of an activist. That is how they are able to use the power of purpose to fuel both growth and social impact.
Afdhel Aziz (Good Is The New Cool: The Principles Of Purpose)
Simple organisational mechanisms, such as the creation of a sub committee of the EXCO body, under the authorisation of the CEO and chaired by the Chief Financial Officer (CFO) or the Chief Operating Officer (COO) — i.e., those who have the necessary organisational authority to resolve issues — should be established. Reporting into this group should be weekly and any variance to plan should be identified for resolution. There may be other organisational solutions but as a minimum, project reporting should be frequent and escalation for issue resolution should be integral to the process.
Alan Hustwick (Real Procurement Transformation - Powerful, Sustaining)
Just remember that a mix is good. Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager
Jake Knapp (Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days)
And with a forty-five-year-old genuine grown-up and experienced entrepreneur as president and CFO, we now had access to all kinds of working-capital credit we couldn’t get before. Unlike the twenty-one-year-old CEO, Lee Walker could go to people like Frank Phillips at Texas Commerce Bank and say, “Look, Texaco, Exxon, Monsanto—all these companies, not to mention the US government—they all owe this company money. Give us a loan based on all these receivables.” And the bankers would say, “Okay, Lee, we don’t know about the kid, but we trust you.
Michael Dell (Play Nice But Win: A CEO's Journey from Founder to Leader)
Smith was even willing to be outvoted by the other OOC members. Woody Ives, the company’s talented CFO, remembers one of his proudest moments at General Cinema (Ives later left to lead a successful turnaround at Eastern Resources), when a joint venture to enter the cable business with Comcast and CBS was shot down by the board after Smith let Ives voice a dissenting opinion: “He gave me permission to publicly disagree with him in front of the Board. Very few CEOs would have done that.”5
William N. Thorndike Jr. (The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success)
ON OCTOBER 28, 2003, a jury of the state supreme court in Manhattan watched a homemade video of the fortieth birthday party that L. Dennis Kozlowski threw for his second wife, Karen. The party, held on the island of Sardinia off the Italian coast, cost more than $2.1 million—or $28,000 per guest. Assistant District Attorney Ken Chalifoux introduced the video into evidence as part of one of the biggest corporate scandal cases ever. Kozlowski, the former CEO of the conglomerate Tyco International, and Mark Swartz, Tyco’s former CFO, were accused of grand larceny and enterprise corruption for allegedly stealing some $600 million from Tyco.1 The birthday celebration included nearly a week’s worth of activities, highlighted by the final poolside bash at the Cala di Volpe hotel.
Charles W. Colson (The Good Life)
«Creo que una de las razones36 por las que muchos CFO son ascendidos a CEO es que el CFO es uno de los pocos cargos que ven la empresa en su totalidad. Todo lo que pasa dentro de la empresa… Ellos comprenden los procesos dentro de la empresa y el marco temporal para que se produzcan dichos procesos… Ven cómo contrata Recursos Humanos… Ven cómo una planta de producción va a introducir equipo nuevo… Comprenden los sistemas de control de calidad del negocio… Ven toda la empresa, y eso supone una ventaja.» La declaración del señor Dinkins tiene sentido si buscamos líderes tácticos, de mentalidad finita. Pero no si lo que necesitamos es un CVO. Un CVO no es un trabajo de operaciones ni de finanzas. Un CVO se centra en lo de arriba y lo de afuera, mientras que un CFO y un COO observan lo que está abajo y adentro. Uno implica mirar el horizonte infinito, y el otro, fijarse en el plan de negocio. Uno imagina el futuro lejano y abstracto. El otro ve los pasos que hay que hacer en el corto plazo tangible.
Simon Sinek (El juego infinito: ¿Sabes a qué estás jugando? (Gestión del conocimiento) (Spanish Edition))
Jeremy P. Feakins is a businessperson who has been at the helm of 8 special companies and holds the position of Chairman, CEO, CFO, Secretary & Treasurer at Ocean Thermal Energy Corp. and Chief Executive Officer at JPF Venture Group.
jeremyp.feakins
Think of the G3 as the central brain trust of a talent-first organization. (You might want to keep the general counsel or chief risk officer close on big decisions if that suits your business, but it’s the ongoing CEO-CFO-CHRO linkage that’s crucial.) Effectively deployed, the G3 is the mechanism that will create the future of your organization. It can be the multiplier of your capacity, time, and capability, as illustrated in the following example.
Ram Charan (Talent Wins: The New Playbook for Putting People First)
Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager
Jake Knapp (Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days)