Author: admin

Boards are spending more time monitoring risk, but new research data suggests that increased attention does not necessarily entail changes in how risk is tied to strategy, reporting, or management. This is a photo from corporate directorThe second quarter survey was conducted in collaboration with the EY Center for Board Matters and surveyed approximately 150 U.S. public company directors. 60% of directors surveyed said their board has increased the amount of time it devotes to risk oversight across the board's agenda in the past two years. Small caps reported related changes, with 39% saying risk discussions were more closely integrated…

The landscape of finance is undergoing a radical shift as blockchain capital markets begin to redefine how lending and capital infrastructure operate. Macrina Kgil is at the forefront as CFO of Figure Technology Solutions, a company using blockchain technology to provide a capital marketplace for businesses and also for loan buyers on the other side. She joins the show to discuss her unique path from engineering to becoming a five-time CFO, her leadership strategies at a high-growth public company and how she’s keeping pace with rapid technological change. Listen by clicking below. The Q&A, lightly trimmed and edited for clarity,…

For CEOs, the initial response to cash flow shocks is often easy. The more difficult question is how long the balance sheet can absorb it. In a survey of 321 U.S. CEOs conducted in early July, respondents were asked how they would respond if they were randomly assigned an unexpected one-time change in cash flow (increase or decrease) equal to 5 percent, 10 percent, or 20 percent of annual revenue. This scenario did not reflect any real changes in performance. It was a test of instinct. While this question may have been hypothetical, the importance of understanding this important and…

CFOs have gotten a better feel for the business over the past year. In CFO Leadership's Q3 CFO Confidence Index, financial leaders rated current operating conditions at 6.0 out of 10, up 8% from 5.5 in the second quarter and returning to confidence levels at the end of 2025. This is the highest level since Q1 2025 (6.7) and returns to 'good' territory according to our 10-point scale. Looking ahead 12 months, CFOs expect this to continue, with the situation remaining at 6.0. While not an improvement from the current situation, it was still 4% better than CFOs' expectations for…

As CFO of Protos Security, Anthony Escamilla oversees the financial infrastructure that supports one of the nation's largest security services networks. Its responsibilities go far beyond traditional accounting and reporting to include provider performance, operational management, and technology investments. Rather than directly employing all of its security personnel, Protos Security manages and coordinates thousands of local owner-operator security vendors, adding to the workforce volatility of a highly distributed workforce. In a conversation with CFO leadership, Escamilla discusses hidden cost drivers, the metrics that matter most in a third-party provider network, and how he thinks about Protos' financial readiness as it…

CEOs are being replaced on boards at a faster rate than at any time in the last 20 years, many of which can set off a chain reaction that can ripple through the C-suite for months or even years. CEO tenures continue to shrink, activist campaigns increasingly target top executives, and boards become less willing to wait for turnaround plans to bear fruit. What appears to be a single leadership change often begins a much larger reshuffle across the organization. Global CEO departures will reach 234 in 2025, the highest level Russell Reynolds has tracked in the index's past eight…

Every breakthrough creates byproducts. Consider artificial intelligence. Behind the chips, servers, and data centers, there is an entire invisible industrial ecosystem. As AI adoption proliferates, so does the need for the environmental infrastructure needed to responsibly support its growth. The same logic applies to innovations in areas such as GLP-1 therapeutics, energy infrastructure, and advanced chemical manufacturing. The drivers of this progress are also the drivers of responsibility. Factories, water treatment, chemical handling, and countless other industries generate complex (often hazardous) waste streams due to these breakthroughs. Every new wave of innovation creates new opportunities, but it also creates obligations…

Confidence is contagious. So is uncertainty. As more first-time CEOs step into the corner office, they're embracing the role with remarkable confidence. Many believe they are well-positioned to lead their organizations through the next wave of disruption and opportunity. But the board isn't so sure. Data from Korn Ferry's annual Board and CEO Risk Survey reveals a widening trust gap between new CEOs and the directors tasked with overseeing them, especially when it comes to technology, AI, and future risks. More than half of first-time CEOs feel prepared to manage the risks of AI and emerging technologies, and many are…

The CEO definitely had a great strategy. This reduces time to production by a third, solves supply chain problems, and gets products to market faster than competitors. He worked with his executive team to map everything out and everyone bought in. A large all-hands meeting was held and the strategy was announced. They also published gorgeous PowerPoint slides and a short animated video showing how the new pipeline works. After 6 months nothing happened. The strategy was brilliant. However, the death penalty was not carried out. There was a gap. What caused the stagnation? A fundamental principle I incorporate into…

Boards have governance continuity issues, and I've been watching how that plays out for 20 years. When board seats change, the background of directors is often forgotten: why strategies changed, how decisions were reached, and which problems have already been resolved. Incoming board members receive articles of incorporation, a strategic plan, and recent meeting minutes, but they do little to help them understand what is actually important. They may spend time listening in the first meeting and then raise questions that the board resolved months ago because the basis is buried in the record. Records may remain, but the context…