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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…

Twenty years as CFO, David Brosma believes there are fundamental business principles that will help businesses thrive throughout the period of external challenges and market or regulatory changes. As a result, according to Brosma, CFOs need to keep the company's focus simple, even as the world becomes more and more complicated. Through positions in high-growth technology companies such as WP Engine and Rackspace, as well as publicly traded multinational companies including Valero Energy, Brosma has discovered that success often depends on two key factors. Customers and employees. Last December, Brosma was appointed CFO of Smarsh, a Portland, Oregon-based company, to…

The era of merciless corporate expansion has ended, and is revealed by rising interest rates and technological disruptions. This is a shift that undermines all the cost mentality that has shaped corporate America over the past decade. Survival now calls for businesses to relentlessly prioritize profitability, strategic focus and sustainable financial management over blind expansion, and change the rules of successful CEOs.For years, businesses were supported by cheap capital, paying some attention to financial health, and often prioritizing growth over profitability and cash flow. Venture capital and low interest rate loans have promoted a culture of relentless growth, which measured…

Conagra Brands CFO David Marberger says the past few months have been the most challenging period of his 22-year career as CFO, including Covid and Financial Crisis. why? An unprecedented level of uncertainty. Very sticky inflation in the food industry. Customs policy. “Food companies are taking a hit from so many different angles,” Marberger said. chief executive officer Editor Dan Big Man at the opening keynote speech at the CFO Leadership Conference held in Boston on Tuesday. For Conagra's industry, American food manufacturing – the stickiness of inflation has been a major headache. While Marberger calls this inflation a “supercycle,”…