What We Think

five-area

Thoughts on what is influencing financial officers’ performance and recruitment: The Five Areas that impact the work and leadership of Corporate Controllers.

As we prepare to talk with clients about a search, we often update our understanding of the issues that are facing that role by speaking with functional leaders across industries. While it helps to have sat in the chair (as a CFO), the market changes, and the demands and issues that arise, continue to move and evolve. Recently, when preparing for a Corporate Controller search, we reached out to ten Corporate Controllers in a variety of public companies to find out what was on their list as they prepared for 2017. We hope you will read the findings and share your reactions with us. Please email us at clanghoff@ccl-search.com or call me directly at 646-783-1435

 


ccl-search

I founded CCL Search LLC – The Financial Officer Practice because I felt that the traditional search model was broken. Having been a candidate for, client of and Partner at one of the major search firms in the world I have a strong understanding of the model and the resulting friction that it causes. Our review of the issues and how we have addressed them as well as more information about the firm is attached for your review. We hope you will read the findings and share your reactions with us. Please email us at clanghoff@ccl-search.com or call me directly at 646-783-1435


We were fortunate to be asked to our thoughts about the GM CFO role as well as to author a guest opinion for the CFO journal (December 2013)

GM CFO: requirements for an outsider

Guest Opinion: Retail CFOs


   Retail CFOs  (November 2013)

What is different about retailers that may hinder the development of great talent and forces companies to look outside for CFOs and what is changing.  We have done our fair share of      work in the retail, restaurant, leisure and other multi-unit organizations.  One thing we hear often is a cry about the lack of talent and the lack of depth in the retail and restaurant sectors.  In this third white paper, we are taking a look at the CFO role in the retail sector; specifically what is it about the sector that has made it difficult to grow their finance talent and why there has been only one actual exporter of CFO talent in retail over the last 15 years.  We invite you to read our research  and welcome your comments on the research both – positive & negative – and hope that you will email them directly to us at  clanghoff@ccl-search.com

 


Wall Street Journal Article – Where Finance Stars Are Born (March 2013)

Some firms step back from longtime roles as CFO incubators.

View Article


Academy Company CFOs  (March 2013)

We are students of financial officers and are curious as to how great talent is developed. Our latest white paper is about the work at Academy Companies and why they continually produce more finance talent than other larger Fortune 50 companies.  GE, Honeywell, PepsiCo and GM all develop finance talent that is in demand across different industries.  These four companies alumni currently hold  more than 125 public CFO roles for companies with revenues great than $1BN .  We welcome your comments about our work, please email clanghoff@ccl-search.com with any comments.


PepsiCo Global Finance Conference (October 2012)

We were given a great audience today to share our thoughts on the market point of view around CFO capabilities in terms of professional experiences, personal competencies and functional skills.  We were invited by the CFO & Treasurer of PepsiCo to share our thoughts about these areas to the top 300 financial officers from around the world at PepsiCo.

 

 

Video (Coming Soon)


CFO to CEO:  Succession Planning and Learning in the Fortune 500 (September 2012) 

Over the last few years, we have handled a significant number of Chief Financial Officer searches in diverse industries for both private and public companies.  As Boards of Directors look at CEO succession planning many of them want their CFOs to be part of the process.  This means either grooming the incumbent or going outside to recruit a candidate who can be a successful CFO but who can also compete for the top job.  These requests led us to conduct research within the Fortune 500 to better understand the

Currently, there are 60 CEOs in the Fortune 500 who were previously  CFOs of their companies. We have spoken to over a dozen companies (CEOs, CFOs, HROs and Board Members) in compiling data and gaining an understanding of what a CFO needs to do in order to become CEO; we also studied how he or she then reacted to the new role.backgrounds and the competencies of these leaders who effectively made the switch from CFO to CEO.

The headline is that it is possible to recruit a CFO to compete for the top spot but the odds are against that individual.  Most of the CEOs who made the transitions were veterans of their companies long before becoming CFO and then spent time either as COO or in a field role before becoming CEO.  We invite you to read our research  and welcome your comments on the research both – positive & negative – and hope that you will email them directly to us at  clanghoff@ccl-search.com


Wall Street Journal Article – The Big Number (September 2012)

Please see the attached article in the WSJ – We share our thoughts about CFO to CEO succession in the Fortune 500.

 (Coming Soon)



Wall Street Journal Article – The Inside/Outside CFO Pay Gap (September 2012)

Please see the attached article in the WSJ – We share some thoughts on why new hires are paid more than the CFOs they replace!

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Clients want a Chief Financial Officer who can drive operating results and create shareholder value  (July 2012)

Large scale changes in the requirements and role of the Chief Financial Officer have become common place over the last 50 years.  Chief Financial Officers were once the bookkeepers of the organization.  Deal makers were once in vogue as CFOs helped to transform companies and industries during periods of industry consolidation and the building of conglomerates.  During the 90’s, Financial Officers got more involved in strategy and financial engineering as companies looked to take great risks for greater returns.  With the passage of Sarbanes-Oxley in 2002 and Section 404 in 2004, companies looked to recruit CFOs with Big 4 backgrounds and wanted their CFOs to be “super controllers”.  And now, as we work our way through the worst economic environment in the last 65 years, companies are changing their focus again.  Companies want a CFO who can help drive operating results and better cash flow – we are back to CFOs being the lead in the quest to create sustainable shareholder value.