A CFO’s Guide to Uncertainty

About the Event

However you describe the current moment – choppy waters, economic headwinds, or uncertain times – every CFO could use a serious dose of scenario planning in their system. It turns out “control what you can” isn’t just sage advice from your perpetually worried mother (though she’d be proud you’re finally listening). It’s a critical mindset the modern CFO needs to adopt in order to lead through the current insert your favorite descriptor here.

Join CFO Brew – alongside industry veterans and been-there-done-that experts – to explore how best to shift your attention to the “controllables” or aspects of the business that provide more operational efficiency, steadiness, and growth amidst less steady foundations.

Here’s what you can expect to cover:

1. Identifying signals of business uncertainty. During economic downturns, risks amplify. Understand how to recognize the writing on the wall and determine when changes in consumer confidence, supply chain disruptions, cost spikes, or M&A market shifts are indicating a greater concern.
2. Remaining focused on your scope of control. Determine strategies that you can influence like diversifying revenue streams, prioritizing cash flow, building financial buffers, and evaluating inorganic growth through strategic acquisitions.
3. Strengthening your financial fortune-telling muscles. Hear advice on how rolling forecasts, stress testing, and multi-scenario modeling that incorporates potential M&A activities and their impact on your financial projections can transform your budgeting from educated guesswork to crystal ball adjacent predictions.