Remove Profit and Loss Remove Strategic Planning Remove Valuation
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Cybersecurity investments: A strategic imperative for CFOs

Future CFO

CFOs, with their unique understanding of financial risk and strategic planning, must champion cybersecurity initiatives and weave them into the core of their business strategy. Many stakeholders view cybersecurity as an operational expense rather than a strategic investment, impacting the company's short-term profitability.

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Transcript: Sander Gerber, CEO and CIO Hudson Bay Capital

Barry Ritholtz

Because what we would do is we would parachute into places like British Airways, Montreal Trust Ca Industries, and we were like the external strategic planning. And I kept roughly half the profits and there was no training. Oh my God profit. Not, not for me, $500 trading profit. Hey, congratulations. Exactly right.

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Capital Structure – Beyond the Income Statement

VCFO

monthly, annual) performance, much more is needed for effective strategic planning – proactive planning that looks beyond what the business will do in the short term to where you want it to be in five years, ten years, or a similar timeframe. While the Income Statement does provide a view of historical (e.g.,

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Inventory Management in Manufacturing

VCFO

That’s because inventory is a key driver of several profit & loss (P&L) statement components, from revenue all the way down to net profit. Conversely, overstating inventory valuation will lead an organization to think it has too much inventory on hand. A benchmark exercise can also provide insight here.

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Creating a sustainable future with ESG and finance

Jedox Finance

1 These pros and cons are enough to motivate the C-suite to expedite their ESG efforts, starting with determining the department responsible for ESG planning and reporting. Using a centralized platform combines plans and makes them available to all teams responsible for ESG and other functional groups.

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Transcript: Mike Green, Simplify Asset Management

Barry Ritholtz

And so in the 1990s, I developed the, the late 1980s, early 1990s, I developed a skillset around valuation, in particular discounted cash flow or residual income type models, along with a couple of peers out of the consulting industry. 00:04:02 That’s what value add software was originally. It would go up, it should go up.