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Read time: 4 mins. Tasked with ensuring the business retains a positive financial outlook, no new undertakings, ventures or partnerships ever happen without the go-ahead from the CFO. If you want this kind of influence and gravitas, it will take years of hard work and experience, aided by loyalty to your company. CFOs need to be strategically minded and able to execute strategies flawlessly, and need tactical awareness of shifting markets and competitor behaviour. They must also be adaptable to disruptions to revenue streams or know when to invest in something new to increase profitability.
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Personal Liability
Deakin CFO, Kerrie Parker comes across as understated and humble and not someone you would expect to have led many successful business transformations in her career….
What gives Kerrie an edge is her ability to connect with people, inspire them to follow her and involve them in transforming the organisations she works for. Initially commencing in manufacturing, Kerrie had a choice early in her career to take on a leadership role during change or to step away, she chose the former and it has created a theme for the rest of her career.
Kerrie has been recognised throughout her career, by both peers and colleagues, for significant contributions to process and procedure improvement and forward thinking technologically based solutions. I have spent a lot of my working life building the confidence to step out and be assured when I am speaking. My teacher could see that I had potential but recognised that I was struggling financially so he organised a scholarship and helped me find a part time job so I could stay. Kerrie spend her early career at Sara Lee Corporation, a global organisation, where her hard work and abilities were recognised, valued and rewarded.
Denis was a diversity champion before his time and he was a strong mentor for me. The ability to deliver results through people has clearly had an impact on Kerrie and she says that her success is tied to the success of the people around her. The role at Sara Lee taught Kerrie that an organisation has impact well beyond the immediate stakeholders of employees and shareholders. Kerrie did not want to move to Sydney, so she chose to stay and close the Melbourne operations down. The way you treat people through that process is really, really important.
After a short break to recharge, Kerrie joined a turnaround team to rescue the pineapple and beetroot producer, Golden Circle from the edge of bankruptcy. Although a huge financial success, this was not just about the numbers for Kerrie. What I look back on is the impact we had on the shareholders and the fact that they managed to remain financially secure.
I am so pleased you are here. I would fly into remote cattle stations and was in awe of the people who ran them — they are the backbone of Australia. The first day was very practical but the second was about them and how they worked — the experience had a big impact.
Kerrie believes that it was her cross-industry experience, a whole of business perspective and her transformation experience that secured the role. Being able to articulate a vision and bring people on the journey is critical to success. You need a clear vision with buy in from the top and you need people in your team who can share that vision in a compelling way. This attitude is reflected in the teams around her, with those who work with her describing Kerrie as a leader whose trust results in bravery, an essential element of leading change.
Rarely do organisations have an opportunity to stop and reflect on what they do now, what are the needs moving into the future and then develop a solution to enable this to happen. It was clear to Kerrie that they needed to transform, creating a program that focused on not only the system but also processes and people. We wanted to improve the speed, accuracy and efficiency of what we do.
In short we wanted to create more time for what matters. We spent a full year looking at everything we did and why we did it. By looking in to the latest cloud technology, it would enable us to stay current and remove the need for heavy customisation but it also meant we needed to bring our people on the journey and shift to a common way of working. KPMG and Workday were selected and supported by a Deakin led Financial Business Transformation team who successfully implemented in March , just over a year after its commencement.
There was significant change resistance, reluctance to adopt new ways of working and remove old practices. Kerrie overcame this challenge by engaging with key stakeholders, providing strong capable leadership across the program and providing demonstrative benefits with strong finance systems and capability for the future. The buy in from the executive team was paramount and not underestimating the impact of change in the organisation was key to success. You can do more than you think and if you are not sure, ask others for input — it is OK not to have all the answers.
Kerrie has been on a journey that has touched the lives not only of those who worked directly for her but also indirectly many others as a result of the change she has led throughout her career. Working in high growth, entrepreneurial companies at the forefront of disruption and transformation, has given Jay a unique insight into the challenges facing the modern-day finance leader that seeks to deliver a robust finance function that genuinely supports and drives business performance.
Light Dark. Staying Ahead of the Game December 12, Building a Curious and Predictive Team July 1, Open to Change March 1, CFOs thinking Differently March 1, Onboarding in the age of Isolation April 17,
University Executive
She has a strong leadership track record and rare insight into a cross-section of strategic groupings of Universities. She also led the development of the disruptive 'challenger institution' - University Academy 92, founded by the Class of '92 and Lancaster University and launched in September Her leadership track record highlights her expertise in strategy development and execution; strong financial management and business planning; global education innovation; business partnership development; and, turn-around change management. She holds an entre- and intrapreneurial skills set and in-depth knowledge of alternative educational models and new business ventures in both charitable and for-profit environments. An award-winning researcher, her expertise lies in the fields of international business, marketing psychology and strategic communications with particular application to the digital and social business agendas.
Four faces of the CFO
Accounting and finance professionals with high aspirations should consider the role of chief financial officer CFO. The position can be challenging and stressful, but also rewarding. Being a successful CFO involves taking risks, strategizing, analyzing data, managing people, and mastering industry technology. This article will explore how to become a CFO by highlighting some of the education requirements, necessary skills, duties and responsibilities, and potential salary along with the benefits of the profession. While aspiring CFOs can choose various paths toward a leadership role, many opt to pursue an advanced degree because of the advantages it provides. Performing due diligence before choosing is important, as not all programs are created equal. Of all MAcc programs in the U. Schools that hold AACSB accreditation exhibit the highest standard of achievement and quality education.
The CDO and the Chief Financial Officer
Keuka College's Organizational Management program gave Audra Palermo the additional skills and knowledge she needed to step into a big new role at a rapidly growing company. Courtesy of Audra Palermo. When Audra Palermo embarked on adult learning in Keuka College's Organizational Management program , she was surprised by how much she learned. After all, with 10 years of real-world experience and a position as vice president at a large national banking organization, she was hardly a newbie. But then the financial crisis hit and her position was eventually one of its casualties.
Our Leadership Team
In , Porat was listed as the 16th most powerful woman in the world by Forbes , [5] and seventh on Fortune ' s Most Powerful Women list in Dan and Frieda Porat. Greenhill to Smith Barney [15] and returned to Morgan Stanley in Before becoming CFO, she served as vice chairman of investment banking from September to December and the global head of the Financial Institutions Group from September to December She was previously co-head of technology investment banking and worked for Morgan Stanley in London. Porat supported Senator Hillary Clinton when she ran for president in , hosting a fundraiser at her apartment in The Dakota in New York City, [42] and did the same in
UPMC Leadership
Deakin CFO, Kerrie Parker comes across as understated and humble and not someone you would expect to have led many successful business transformations in her career…. What gives Kerrie an edge is her ability to connect with people, inspire them to follow her and involve them in transforming the organisations she works for. Initially commencing in manufacturing, Kerrie had a choice early in her career to take on a leadership role during change or to step away, she chose the former and it has created a theme for the rest of her career. Kerrie has been recognised throughout her career, by both peers and colleagues, for significant contributions to process and procedure improvement and forward thinking technologically based solutions. I have spent a lot of my working life building the confidence to step out and be assured when I am speaking.
Excellence is embedded in our approach to research and education. Choosing the right university is a defining decision. Discover why ANU is the right choice for you.
The position is responsible for negotiating resolutions with unions regarding a wide range of labour relations issues including acting To that end, the President provides and articulates a vision that is congruent The AVPA has a The CEO is responsible for establishing organizational strategy, Nature Energy is a European market leader in development, construction, and operation of large, industrialized biogas plants. Nature Energy own and operate 13 biogas plants in Denmark and France and are about to prepare construction of new biogas plants in Denmark, France, and Canada.
Given the size and number of activities at the University there are vast numbers of people present on our campus everyday. This may include students, family members and visitors, as well as the public at large. Sometimes, unfortunately, an accident occurs involving one of these people. If you witness an accident, or if someone reports to you that they just had an accident, here are the procedures to follow:. The first concern is for the person who just had the accident. Ask if they were injured as a result of the accident. If the injury requires immediate medical attention, call the Boston University Police Department at once.
August What I Know Now. View print replica. Read about the career of Tennessee Ernie Ford.
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