Count Me In®

Contact Monisha: https://www.linkedin.com/in/monishadequadros/
Sparkbox Group: www.sparkboxgrp.com

FULL EPISODE TRANSCRIPT

Adam: (00:05)

Hey everyone. Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. Thanks for joining us today. I'm Adam Larson and this is episode 31 of count me in for today's episode. We're going to hear Mitchell's conversation with Monisha de Quadros, a former CFO in both the public and nonprofit sector and now founder of her own outsource CFO firm. Let's listen to Mona. Just take on the role of today's CFO.

Mitch: (00:44)

What are the main differences in the finance function between public organizations and the nonprofit sector?

Monisha: (00:44)

So yeah, that's a really good question. there are very few nonprofits today that have a proper finance function. Many times what happens in a nonprofit organization is that the accounting team subsidizes and doubles up as a finance team. And unfortunately the skills required for an optimal finance function is actually quite different than the skills needed for accounting. So nonprofits can certainly train their teams for financial modeling skills, critical thinking and analysis. But it's challenging because the two functions actually a wired differently. And then the hiring process is also a bit of a catch 22 because it's difficult to recruit finance talent in the nonprofit sector and yet it is critical to the success of these organizations. So having the right financial support and the nonprofits helps drive profitability, grow revenue, stretch and maximize each dollar expense, deliver valuable insights, and then also create long term sustainable strategies.

Mitch: (01:40)

Now with a perspective, from, you know, both sides of that conversation, what is the greatest challenge you faced as a CFO with today's changing finance function? Particularly with, technology and digital age?

Monisha: (01:55)

Yeah. You know I think it's two fold. Like one of the biggest challenges the CFO faces today is transforming the finance function from a cost center to a value creation center. The second challenge subsequently is the evolution of the CFO role itself. So both the finance team and the CFO are gatekeepers of critical data required to support decisions and strategic plans as they chart their journey through the digital age, the success of one becomes more intrinsic in the success of the other. So let's talk about the value creation center first. So it's safe to say our environment is changing at a rapid rate and this is probably the slowest pace we will see in our lifetime. So the speed at which change is happening, it's forcing businesses to evolve and transform at quicker intervals in order to stay relevant and competitive. So factors such as disruption, innovation, technology, consumer behavior, and globalization are all contributing to this space of change. Without the right data and financial insights, businesses will have a tough time making intelligent business decisions compete in this environment. and as a result it becomes increasingly critical for the finance function to step up and equip the business with the right financial insights for better decisions. So we need to evolve into value centers. And what I mean by value centers as I'm preparing to choose thoughtful analysis, predictive analytics strategies, and most importantly actionable insights with respect to the CFO. What's really interesting is that the rule is actually sitting at the center of the digital transformation. So we're seeing a greater need for real time data enabled decision support to meet that need. The CFO is moving away from the traditional activities like transactions. And reports to a more strategic role. So they're driving business decisions and preparing the business for the future. CFOs are being asked to be leaders within this evolution, taking on advisory roles to the CEO leadership team and the board. And the speed at which digital transformation is happening is also producing a greater appetite for business risk. And in turn, the CFO will need to be more resilient and proactive in their strategies to innovate. We're also seeing trends where the CFO is taking on additional responsibilities like taking over the operations functions and the it and technology functions. And some would argue that the role is expanding and becoming increasingly more challenging. And I would, I would actually agree, but I would also say it's becoming more interesting. So the CFO has a wide perspective with visibility across all business functions. They can act as the bridge connecting and driving the business in a cohesive manner. And then they have this ability now at this point and the structure to influence leadership, to be change agents and impact long term growth within the business. And lastly, they're in this unique position to actually define their own path. In this digital age.

Mitch: (04:48)

Now let's go back to step one for just a second. What are some ways the finance function can actually transition from this cost center to this new value center that you mentioned?

Monisha: (04:58)

Yeah, so I think we're the hardest, but probably most needed task is to develop an agile analytical mindset within the department. So agile is the ability to learn fast, adapt quickly, and iterate. Often one of the ways CFOs can adopt an agile mindset within their teams is to foster more creativity and curiosity. It's about creating an environment where it's okay to innovate, embrace risk, and sometimes even fail on the process. So just remember to have a feedback loop in place for lessons learned when you actually implement this process. Cause that's very, that's a critical step. Some of the practical approaches implemented today have been to create special projects with small teams or rotate job functions within the department. And of course offer continuous learning. Agile requires a different set of skills and talents that I think the CFO is going to have to either train or hire for. And these skills include digital competency, predictive analytics, agility, and even the human skills such as empathy and decision making capabilities. Another equally important step in creating this value center is to to emphasize collaboration across functional departments. You know, interestingly enough, recent studies have shown that there's a direct correlation between effective collaboration and the rate of revenue growth. So in order for businesses to make better decisions, there needs to be greater collaboration and the continuous flow of information back and forth between the functions. One can foster collaboration by developing a platform, a mutual trust. And by this I mean a space where both parties feel safe to share and constructively challenge each other with the common goal to increase customer value. Lastly, spend the time and resources to optimize current systems and improve integrations like the long term savings and efficiency and agility the business will see from doing these initiatives are well worth the effort and costs upfront. And I cannot stress that enough. Like the goal was optimization is to transfer data seamlessly between systems like the ERP system and the CRM and the finance system and enables finance function to pull clean and accurate information on a timely basis. In today's environment, finance team spent an inordinate amou...