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Sep 2018

New York Global CFO Leadership 2018

Course Information

Start Date 13 Sep 2018, Thursday
End Date 14 Sep 2018, Friday
Time 09:00 am
Venue 100 Orchard Road, Hotel Concorde
Fee $1880 nett (Inclusive of 2 coffee breaks, light refreshments and buffet lunch)
Contact 6720 3333
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As CFO and Financial Controller, you are called upon to identify and assess profitable business ventures, explore mergers and acquisitions opportunities, establish partnership and alliances, and determine strategic growth strategies. This powerful experience is designed to help Chief Financial Officers advance their leadership skills and take their organizations—and their careers—to the next level.

The New York Global CFO Program

The New York Global CFO Program is the definitive program, providing you with the insights and tools required to enhance your skills and management know-how. This 2 Day intensive Program aims to equip CFOs and aspiring CFOs with the latest frameworks and applications to keep up with the changing roles and responsibilities of today’s CFO. The program will bring these issues to the forefront for discussion with top faculty drawn from Europe who will share ideas, discussed best practices, and are committed to the betterment of the industry. The curriculum that is presented here will deal with these issues over an intensive 2 days period divided into 5 sessions.

Professor Luis Hall (PhD, New York University)

Facilitated by internationally renowned Faculty, Professor Luis Hall (PhD, NYU), this 2 Day Leadership aims to provide you “edge up” by helping you master the meaning behind the financial statements and terminology you’ve been wrestling with. Professor Hall has over 20 years of financial consulting and business experience He has held previous positions in the New York State Banking Department, as external researcher for the World Bank and Inter-American Developing Bank and formerly taught at New York University. He has been a consultant for several global banks focusing his research primarily on financial sector restructuring, Mergers & Acquisitions, credit and credit default. Professor Hall is also globally consulted on his view on the Euro Market debt crisis and sovereign credit risk assessment. Professor Hall has been the recipient of several government research grants and has co-authored articles on numerous research publications.

Next Generation CFO: Staying Ahead

Today’s global economy puts new demands on CFO: to be connected, empowered, and ready to lead. CFO are now required to be a “partner in strategy”, wearing multiple hats including chief compliance officer, chief investment advisor and key communicator with regulatory bodies, agencies and the stakeholders. These new roles and responsibilities requires you to secure a deeper understanding of strategy, leadership and communication skills.

In fact, most CFOs surveyed acknowledged the fact that increasingly, more is expecting them to be an active member of the senior-management team and contribution to the overall business direction and strategy. Without proper management training, CFOs are finding it increasingly demanding to balance these multiple and conflicting roles which includes strategic and operational responsibilities. Financial competency is no longer sufficient to meet the changing requirements.

Intensive, Thought Provoking, Empowering.

The New York Global CFO Program strives to deliver forward thinking and fresh insights to help CFOs manage the complexities of their roles and tackle compelling challenges ahead.

  • Analyze emerging financial trends and developments
  • Navigate your organization through globalization and growth
  • Build strategic partnerships with key stakeholders
  • Improve negotiation, conflict management, and communication skills
  • Assess and enhance your personal leadership style
  • Drive innovation and lead cultural change
Adapt to strategic shifts

Through this highly effective masterclass, you will learn to better manage financial and cyclical risk, develop strategies and contingency plans and developing alternative growth strategies.

Key Topics Covered
  • The redefined role of the CFO
  • Integrating Finance and Strategy
  • Using Financial Data to Drive Value-Creating Growth
  • Managing Global Risk and Compliance
  • Applying Real-Options Thinking to Strategy Formulation
  • Corporate treasury management & Funding Strategies
  • Innovation and Growth Strategies
How You Will Benefit?

Participants attending the New York CFO Program will benefit from relevant expert insight into these challenges and more importantly some of the solutions being adopted by industry leaders and regulatory bodies. Participant will also be equipped with the skills and knowledge to:

  • Contribution to strategy formulation
  • Improve internal controls and ensure sound and timely financial reporting
  • Master proven techniques for managing financial risk
  • Effectively monitor business performance against scenario planning
  • Clearly articulating business strategy to both internal and external stakeholders
  • Inspire and energize the team towards the pursuit of company’s goal and vision
Who Should Attend?

Senior finance executives with at least 8 years of work experience, at least 5 years of financial management experience, and a high level of managerial responsibility within their organization.

Examples of functions and titles may include CFO, treasurer, controller, VP of finance, and other senior level financial positions—from any size company, any industry, and any country


“Prof. Luis Hall had made this session challenging and the content was easy to understand! Very enlightening indeed! Thank you for the wonderful sharing” Managing Director, Globaltraco International

“This program had brought me through a thinking process of the enhancing the current practices to a more effective method. It is good to go through a program with a knowledgeable and interactive trainer. Great job, Prof. Hall!” Finance Director, Regnum Corporate Services

Tremendously impressed with Prof. Hall’s excellent combination of theoretical & practical knowledge. Always difficult to find & take time out of office / work – this was an absolutely valuable use of time!” CEO, SG Fujitsu

Course Outline

Session 1: Redefining the Role of the CFO

Chief Financial Officer traditionally had been seen as responsible for adding up the numbers and delivering them to the board of directors and senior management team. The CFO’s job was to make sure the numbers were correct and served up in a timely fashion. They would have to stand up to auditors, analysts, shareholders, and the IRS.

Session 2: Strategic Investment Decision

The emphasis throughout this program is on the practical aspect of financial concepts and techniques to enable participants to be informed participants in discussions at their workplace on business financial performance. The course will use financial statements and management reports of organizations to explain and demonstrate concepts and stimulate discussion.

Mergers and Acquisitions, Why and How?

  • Valuation effects of mergers and acquisitions
  • Merger Occurrence
  • Developing an Acquisition Strategy

International Takeovers and Restructuring

  • Large Cross Border Transactions
  • Forces driving Cross Border Transactions

Due Diligence: Legal and Accounting Issues for mergers and acquisitions

  • Accounting and Financial Issues
  • Legal Matters

Hostile Deals and Takeover Defences

  • Strategic Perspectives
  • Financial and legal Defences
  • The case of Hershey Food Saga

Session 3: Measuring Returns and Maximize Value of The Firm

In this session we will specify the various components of returns:

  • Cash flows from growth opportunities (to both equity and the firm)
  • Cash flows associated with a “terminal value” for a mature and stable company

Also, we will review the framework for corporate finance decisions that address the followings topics:

  • Invest in projects that yield a return greater than the minimum acceptable hurdle rate. The hurdle rate should be higher for riskier projects and reflect the financing mix used – owners’ funds (equity) or borrowed money (debt).
  • Returns on projects should be measured based on cash flows generated and the timing of these cash flows; they should also consider both positive and negative side effects of these projects.
  • Choose a financing mix that minimizes the hurdle rate and matches the assets being financed.
  • If there are not enough investments that earn the hurdle rate, return the cash to stockholders. The form of returns – dividends and stock buybacks – will depend upon the stockholders’ characteristics.
  • Manage the short-term credit, cash and liquidity needs

Session 4: Valuing Business Opportunities

The Investment Decision – Risks and Hurdle rates, Most CFOs participating in a recent Deloitte’s event, “CFO Vision 2017: Standing Tall in Challenging Times,” expect their Cost of Capital to increase.

Valuing issues in Mergers: Synergies, Liquidity and Control

  • The Valuing Mergers and Acquisitions
  • Drivers for Synergy value
  • Valuing the Synergies, Control and Liquidity
  • The Merger of AOL and Time-Warner

Merger agreement and Takeover offer evaluation

  • Assessing value and exchange methods
  • Structuring the Deal
  • Payment methods
  • Closing the Deal

Session 5: Critical Financing Decision – The “Optimal Financing Mix” and Linking Financial Decisions to Value

In this session we will review the “debt-equity trade off”, discussing the advantages and disadvantages to debt. As the cost of “distress” is higher than we thought, we have to consider the followings: The crisis of 2008 illustrated that capital markets can shut down even for large companies in developed country. The dramatic changes in equity risk premiums, default spreads and bankruptcy costs over a few months illustrates the dangers of the static target ratio approach, where firms set a target debt ratio (whether rationally or not) and stick with it for decades. We are also reverting back to the corporate finance decision framework by studying the impact of specific investing decisions, financing decisions and dividend decisions on the company value.

Specifically, this impact will be illustrated with valuation of:

  • A large, publicly traded U.S. corporation (Disney);
  • A manufacturing company that is a part of a family group (Tata Chemicals).