What does it take to embed a finance team across a manufacturing organization? Join us as three seasoned manufacturing CFOs explain the inner workings of their enterprises and expose the broadening roles that their finance teams play inside increasingly collaborative organizations. ¤
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“We’re really now beginning to pivot toward more of a growth agenda. The reason that I’m finding this topic so exciting right now is that I think there is a whole different kind of skillset that is required whenever you’re working with the business and are focusing on growth. The first step as we work with the business is making certain that we have the right talent to achieve growth.” – Sherry Buck, CFO, Libbey, Inc.
“To me, it was really important to be successful at embedding finance talent across the organization because to some degree it became a self-funding mechanism. Instead of trying to fight the business by saying ‘I need to hire more financial people for us to run the business,’ it was really the other way around, where the business started coming to me and saying, ‘We would love to pay for more resources … we see the value in it … and these are very valued business partners.’” – Brad Dickerson, CFO, Under Armour
“The Aha! moment for me was that while the sales team could look at the market, and manufacturing team could look at operations, finance could really look at all the data and paint a complete picture that could show the risks but also the key opportunities.” – Bill Elkin, CFO, Interflex Group