Advisors, Business, Finance, Strategy

Good CFO vs. Bad CFO: Key Differences

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March 1, 2023

- Advisors, Business, Finance, Strategy

A Chief Financial Officer (CFO) is a critical member of any organization’s leadership team. They are responsible for managing a company’s finances, creating financial strategies, and ensuring the financial health of the company. However, not all CFOs are created equal. There are good CFOs and bad CFOs

Here are key differences between a good CFO and a bad CFO:

1. Strategic Thinking
A good CFO is a strategic thinker who understands the big picture and can develop financial strategies that support the company’s overall goals. They analyze financial data and provide insights that can help guide decision-making. In contrast, a bad CFO focuses solely on the financials and doesn’t understand the broader strategic objectives of the company. They may also lack the ability to communicate financial information in a way that non-financial stakeholders can understand.

2. Risk Management
A good CFO is proactive in identifying and managing financial risks. They anticipate potential problems and develop strategies to mitigate them. They also work with other departments to ensure that risk management is integrated into all aspects of the business. In contrast, a bad CFO may be reactive and fail to identify risks until they become major problems.

3. Communication Skills
A good CFO is an excellent communicator who can explain complex financial information to non-financial stakeholders. They also understand the importance of transparency and provide regular updates on the company’s financial performance. In contrast, a bad CFO may be poor communicators who struggle to explain financial information to others in a way that is easily understood.

4. Operational Efficiency
A good CFO is always looking for ways to improve the efficiency of the company’s financial operations. They streamline processes and implement technology solutions that can help the company operate more efficiently. In contrast, a bad CFO may be resistant to change and fail to implement new processes or technologies that could benefit the company.

5. Ethical Standards
A good CFO operates with the highest ethical standards. They are transparent in their financial reporting and ensure that the company is in compliance with all relevant regulations. They also establish a culture of integrity throughout the organization. In contrast, a bad CFO may engage in unethical practices such as misreporting financial information, which can lead to legal and reputational problems for the company.

Conclusion
A good CFO is an essential member of any organization’s leadership team. They are strategic thinkers, proactive risk managers, excellent communicators, and are always looking for ways to improve the efficiency of the company’s financial operations. In contrast, a bad CFO may lack these essential skills and could potentially harm the financial health of the company. By understanding the key differences between a good CFO and a bad CFO, companies can make informed decisions when selecting a CFO for their organization.
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Analytics, Business, Finance, Strategy

Transforming your finance function.

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December 24, 2022

- Analytics, Business, Finance, Strategy

Finance transformation is the process of improving and modernizing the financial systems, processes, and capabilities of a business or organization. This can involve a wide range of activities, including adopting new technologies, streamlining financial reporting, improving budgeting and forecasting, and enhancing risk management practices.


One of the main drivers of finance transformation is the increasing complexity and speed of business operations. In today’s fast-paced, global economy, companies need to be able to respond quickly to changes in market conditions and customer needs. This requires robust and agile financial systems that can provide timely and accurate financial information.


Another key factor driving finance transformation is the need for improved efficiency and cost-effectiveness. As businesses grow and evolve, their financial systems may become outdated or inefficient, leading to increased costs and reduced competitiveness. By modernizing financial systems and processes, businesses can improve efficiency and reduce costs, freeing up resources for other areas of the business.


There are several key steps that businesses can take to successfully implement a finance transformation:

  1. Identify the key areas that need improvement: This can involve conducting a thorough assessment of current financial systems, processes, and capabilities, and identifying areas that are causing bottlenecks or inefficiencies.

  2. Develop a clear roadmap: Once the areas in need of improvement have been identified, it’s important to develop a clear plan for how to address them. This can involve setting specific goals and objectives, outlining a timeline, and identifying the resources needed to achieve success.

  3. Adopt new technologies: One of the most effective ways to modernize financial systems is to adopt new technologies that can automate and streamline processes. This can include implementing financial software, such as enterprise resource planning (ERP) systems or cloud-based accounting platforms.

  4. Enhance financial reporting and analysis: Improved financial reporting and analysis is critical for making informed business decisions. By implementing new tools and techniques, businesses can better understand their financial performance and identify areas for improvement.

  5. Focus on continuous improvement: Finance transformation is not a one-time event, but rather an ongoing process. By continually reviewing and improving financial systems and processes, businesses can ensure they remain competitive and well-positioned for the future.


Overall, finance transformation is an essential part of modern business operations. By improving financial systems, processes, and capabilities, businesses can gain a competitive edge, drive efficiency, and make better-informed decisions.

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Analytics, Business, Finance

Data-driven business insights vs. Standard financial reports

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January 21, 2022

- Analytics, Business, Finance

“I am tired of getting pages and pages of reports from my Finance team,” commented this CEO of a large organization to me. “All I need to know is how my business is doing, and what changes I need to make to improve performance. Is it too much to expect,” he asked?

Finance teams love to work with and present lots of data.

Business owners and decision-makers on the other hand care about the data but are more interested in outcomes and understanding drivers of those outcomes.

Herein lies the expectation gap.

Their head of finance used to present results to the executive team, walking through a 30-page reporting package full of tables and graphs.

How did the executive team respond? Yawns. Lots of yawns, in fact.

The CEO brought in Ansid to change this.

The 30-page package was replaced by a crisp one-page summary of: why the performance was as it were, identifying the underlying drivers of revenues and costs, and a recommendation on what needed to change to deliver profitable growth.

The monthly meetings thereafter changed to a data-driven discussion to develop and implement clear strategies and actions.

Are you getting real insights and answers to your business questions from your Finance team?
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Advisors, Business

Whitepaper: Delivering strategic value with the help of boards of directors and advisors.

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April 17, 2021

- Advisors, Business

The need for independent or “outside” board members in a public corporation is well understood; its importance for small to mid-size, privately held business, not as much.

In this whitepaper, we make the case that a well-curated board of directors and/or board of advisors can be as important and useful to profitably growing a small to mid-size business.

In fact, a #BDC study suggests that independent boards could help increase revenue growth by 3X and productivity by 18%.

The paper also covers key actionable insights on how founders and CEOs of a small to mid-size business can leverage expertise of independent board members and how to go about setting up their boards.

Click here to download the full whitepaper.

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Business, Cash Flow, Thrive30

Adapt and thrive during and after the pandemic.

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June 17, 2020

- Business, Cash Flow, Thrive30

🚀Don’t just survive, but thrive. 🚀


Most entrepreneurs understand how vital cash flow is to the smooth running of their business.

Many still face cash flow challenges; some can be expected, yet others such as COVID-19 pandemic cannot be foreseen.

This CEO reached out to me a few weeks ago.

Her business had been successful for many years but as the pandemic hit, customers began delaying payment of invoices and the deal pipeline started drying up.

With only a few months of cash runway, she was in a difficult spot.

But there are always opportunities in challenges.

My advice to her was to respond quickly and decisively as follows:

➡ Tap into government incentives to ease up the immediate cash crunch;
➡ Build cash flow scenarios identifying variables that affected revenues and costs;
➡ Renegotiate payment terms with customers and suppliers;
➡ Re-imagine the business model to identify new revenue opportunities; and
➡ Perform a line-by-line review of costs to optimize based on the new business model.

Businesses that navigate disruptions better not only survive but thrive during and after adversity.

What changes have you made to your business during the pandemic?

Check out our Thrive30 program to help you navigate these challenging times.
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Business, Cash Flow, COVID-19, Finance

Reduce staff during COVID-19?

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June 3, 2020

- Business, Cash Flow, COVID-19, Finance

🤔Let people go during COVID-19? Or NOT?

Business leaders have lately grappled with this question a lot; many still are.

Their hearts and minds are conflicted.

They care about their staff and don’t want to let them go..

But, if they don’t, the business may not survive.

Here’s are five steps I suggest:
  1. Take advantage of as many government incentives as possible to improve cash flow and reduce business impact;
  2. Review core assumptions of your business strategy. Is it viable during and post-COVID-19?
  3. Pivot if necessary, and do so quickly;
  4. Identify staff that do not align with the business moving forward;
  5. Say goodbye to staff to a level that sustains business and not for the sake of just making more money.

If you’re a leader in a business impacted by COVID-19, what would you do?

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