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Restructuring Compensation And Roles To Align For Growth

CFO News Room

You do the math and you’re like, “Okay, well, an advisor can handle about 100 clients, an associate advisor can help with some of those clients, you can leverage maybe an associate advisor with a couple of advisors, but there’s a capacity limit for each of the roles.” Cean: Yeah. We met at an insurance agency.

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Does My Business Debt Need Restructuring?

CFO Share

Then I am hired to negotiate with lenders to help small businesses restructure debt and avoid folding. Does your small business need debt restructuring? Nowadays predatory small business lenders use internet-based technology to speed up the process, allowing you to make a terrible business decision in under 10 minutes! .

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1001: Building Teams and Breaking Boundaries | Julien Lafouge, CFO, Spendesk

CFO Thought Leader

Back in 2001, Lafouge stepped into a pivotal finance leadership role with Technip, a technology provider to the energy industry. At Spendesk, he faced the task of restructuring the finance organization to support rapid growth. This unconventional geography forced him […]

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Tax and finance leaders to up investment in digital transformation

Future CFO

Most decision-makers surveyed (84%) expect to increase their company’s technology investment by 10% or more in the next 12 months, survey results indicated. Survey highlights In the next 12 months, 62% of decision-makers plan to invest in purpose-built tax technology with API functionality.

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The top strategic business priority shared by CFOs and CEOs

Future CFO

For instance, CFOs’ second top strategic business priority is corporate action such as M&A and restructuring (41%), which ranks fourth for CEOs (27%), the firm added. Customers continue to leverage generative AI in their daily life, moving their expectations for user experience. How best do we secure capital? Bant advised.

CFO 52
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50 Shades of FP&A Maturity

Fpanda Club

Recent technological advancements and constant changes in the business environment enable the finance function in general and FP&A teams in particular to adopt new ways of work, new practices, new tools to meet the needs of their internal and external customers.

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994: Balancing Top-Line Growth and Bottom-Line Results | Naresh Bansal, CFO, Menlo Security

CFO Thought Leader

As a finance executive, Bansal was responsible for providing some of the routine financial insight required to steer the firm through rapid growth phases and was instrumental in preparing it for its public offering—a task that involved rigorous financial restructuring and compliance readiness. Bansal, however, not only stayed on but thrived.

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