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There's a bit of succession planning. From Warren Buffet in Berkshire Hathaway to Jamie Dimon at JPMorgan Chase, CEO transitions are on the homepage news. However, these carefully coordinated announcements hide an undeniable reality. Few organizations prioritize succession planning adequately.According to executive intelligence firm Equilar, the average tenure of S&P 500 CEOs has declined 34% since 2017, while CEO exits increased 20% in the second half of 2024.These exits often have large and negative organizational impacts, especially when unplanned or improperly managed. They can promote inconsistencies at the executive level, limit performance and outcomes, and erode trust and engagement among…

Recently, the acronym for Dei has become inevitable. Business life is no exception. That's clear from the numbers, and a survey by global work shows that 83% of organizations adopt diversity, equity and inclusive policies.However, corporate diversity schemes seem increasingly vulnerable as the US Supreme Court ruled against the DEI in 2023, and Americans recently elected a president who vehemently opposes fundamental ideology. That certainly reflects the many multinational companies that have retreated from DEI, and some investors are moving the same way.It could have great consequences from disclosure to diversity, but it's too early to waving Dei's goodbye. Especially…

Netflix shareholders recently voted for the lead independent director of streaming companies from the board, which could indicate a dramatic change in how investors see the importance of showing up. Board members should view this rare rejection of a veteran director as an indication that, in a current environment of economic uncertainty and fears of recession, a significant, unpublished failure to attend the board could raise concerns about the director's value to the board and its commitment to shareholders.News reports show that Jay Hoag, who has been a board member of Netflix since 1999, only received 21.6% of the votes…

Companies that thrive in uncertain trade environments become companies that think long-term and strategically rather than short-term, respond in a knee-like manner. Also says Brad Kayton of The CFO Center, a fractional CFO service company for Northeastern Regional Director. As the different nature of Washington's customs policy continues, it is an approach that can prevent businesses from adjusting courses when new trials or trade negotiations support short-term solutions. In this interview, Katon draws on the broad experience of software engineers, product managers, CEOs, CFOs, angel investors and board members at consumer technology companies to advise fellow CFOs on financial strategies…

Companies that thrive in uncertain trade environments become companies that think long-term and strategically rather than short-term, respond in a knee-like manner. Also says Brad Kayton of The CFO Center, a fractional CFO service company for Northeastern Regional Director. As the different nature of Washington's customs policy continues, it is an approach that can prevent businesses from adjusting courses when new trials or trade negotiations support short-term solutions. In this interview, Katon draws on the broad experience of software engineers, product managers, CEOs, CFOs, angel investors and board members at consumer technology companies to advise fellow CFOs on financial strategies…

As businesses navigate uncertain times, the design and adoption of balanced, resilient pay for performance enforcement compensation programs will help businesses move forward through storm waters. If they don't already have it, the Compensation Committee may consider incorporating certain features, such as non-financial metrics, into the annual incentive plan, ensuring that long-term incentive programs balance performance payments and retention needs. Thoughtful planning design can significantly increase the resilience of these programs, even during periods of uncertainty.Annual Incentive PlanOver the years, the Annual Incentive Plan (AIP) has primarily rewarded participants for achieving key company financial goals, such as revenue, profitability and…

In this episode, we sit down with Greg Mrva, CFO of GoFundMe, to explore what it takes to lead finance in a mission-driven organization. Greg shares his path from Wall Street to Silicon Valley, his pivotal career lessons and how GoFundMe has raised over $30 billion to help people worldwide. He breaks down the platform’s unique business model, which relies on voluntary tips, and the company’s major investments in trust, safety and product innovation. Can purpose and profit coexist to create lasting change? GoFundMe and Mrva believe they can.—Listen to the podcast hereI am really excited by this guest that…

Self-insurance plus stop loss Self-insurance is not the entire treatment. Organizations save money, but they have a higher administrative burden and risk exposure to catastrophic claims. To offset these disadvantages, employers typically engage third-party managers to envision administrative tasks and work together to purchase stop loss insurance. This is Carecentrix's strategy and I'm purchasing Stop Loss Insurance from Cigna. Cigna also manages the company's self-insured healthcare plan. Phillip Silver, CFO, Carecentrix”It's going to be difficult for one of our size to manage a healthcare program,” said Phillip Shiver, CFO of 1,700 employee providers for home care services. “We need a…

Inflation, hospital spikes and rising pharmaceutical prices are rapidly eroding human capital budgets. For CFOs who are already under pressure to cut costs, healthcare benefits present both challenges and opportunities. In fact, 54% of CFOs surveyed by Chief Executive Group and Roundstone Insurance for the 2025 Health Plan Preparation Survey were top priority this year, with nearly half of that (48%), with health costs at the top of that list. Over 80% agreed that rising healthcare costs are undermining organizational revenue. Is there a practical and strategic framework to help CFOs regain financial management and provide benefits plans that truly…

A long C-Suite career? check. Experience with the board of directors of a public company? check? Excellent interpersonal skills and references? check.These are the types of skills and backgrounds you expect to find in perspective board members. But they are hardly enough. At least not if you're good at getting the board sheet you might want.In today's competitive landscape, board members of public companies must be strategic about how they present themselves online, especially on LinkedIn, to remain visible and attractive to new board opportunities. “There are only 30,000 board seats in public companies,” said Tate Purcell, a longtime director…