CFO Programme

Euromoney Learning Solutions

Euromoney Learning Solutions


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Comprehensive course analysis

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Individual needs analysis

Who should attend

  • CFOs from listed and unlisted organisations representing the commercial, financial services, privately-owned and not-for-profit sectors.
  • Aspiring finance directors, senior finance executives, controllers as well as non-finance board directors would also benefit from attending this programme.

About the course

Gain the skills required of today's high performing CFOs

Success as a CFO is rarely determined by technical ability. Mastery of the technical aspects of finance is a given; what makes the difference is the ability to lead and operate in areas where there is no right answer. Today’s CFOs are expected to play diverse and challenging roles with ability to influence and persuade when required.

Beyond the traditional role of being a steward and running a tight finance operation that is efficient, CFOs now need to help shape overall strategy and direction, instilling a partnering approach and mind set to help other parts of the business perform better. This requires softer skills of dealing with conflicts between stakeholders in a pragmatic manner and energising talent within finance to deliver high performance.

For the newly appointed or aspiring CFO, this course will empower them to succeed by helping to map out their future with confidence, exposing them to a full range of skills and proven tactics. For the established CFO, it will offer a refresher in current best practices, opportunity to network and interact with peers, and provide valuable insights into range of initiatives being deployed to enhance the value they bring to their organisation.

Attend this programme and learn about:

  • Financial leadership in action that embraces personal and wider risks of the role
  • Fostering a winning relationship with the CEO/Board
  • Strategic engagement, alignment, goal congruence, delivering concrete outcomes
  • Acquiring commercial insights, perspectives that feed into decisions making
  • Leading through change, business transformation and performance optimisation
  • Communicating business insights, decision choices more succinctly and intelligently
  • Embracing the power of digital and associated risks
  • Nurturing finance talent and leadership pipeline

Agenda Offline


Day 1 defines the context of the CFO’s leadership role: fundamental challenges as well as opportunities with focus on how to adapt your approach, build on strengths, add value.

Exploring your Stories as CFOs

Quickly build trust and rapport with your colleagues and the Course Director

  • Your professional Story: how it shaped the leader you are today
  • Practical tips, techniques, hurdles overcome

Financial Leadership in Action

Building internal / external presence with reputation for excellence

  • Commanding priorities, top concerns and expectations
  • Managing the complex needs of a growing number of stakeholders
  • Addressing barriers (internal, external, knowledge gaps)

Strategic Alignment

Aligning the organisation around its strategy with more integrated planning

  • Strategic engagement/ goal congruence / concrete outcomes
  • Translating strategic imperatives into operational plans
  • Overcoming strategic bottlenecks, staying on track
  • Finance vision, mission, goals and values

Interactive sessions & tasks: Delivering on goal congruence, developing a financial strategy

Hazards in the Boardroom

  • CFO as a member of the board
  • Board behaviours, Group Think, When the board disagrees

Interactive session: Working harmoniously alongside fellow board members


Day 2 focuses on techniques to drive finance efficiency, create agility, deliver foresight.

The Influential CFO / Building Relationships

  • Personal effectiveness, presence and credibility
  • Communication skills and social interactions
  • Holding centre stage effectively
  • Building relationships (CEO/Chairman/Audit Committee/Investors/Analysts/banks)
  • Partnering with other corporate functions and business management

Interactive session: How to influence people within the business Case Study and Discussion: Developing relations with the CEO and stakeholders

Beyond Budgeting

Strategic Budgeting and Business Partnering

  • Linking planning process to the business life cycle and strategy
  • Outcome driven budgets and event driven rolling forecasts
  • Level of connection and challenge via business partnering
  • Quality of business decisions

Interactive session: Obtaining ownership, accountability and buy-in from the budget holder

Business Performance and Transformation

Optimising your business model, improving returns, creating value

  • Countering massive moves in revenue and margins
  • Stress testing initiatives for growth
  • Engaging in negotiations with banks (funding choices, cash optimisation)

Intelligent Information Flow / Digitizing the Finance Function

Acquiring commercial insights, gaining trust of main board and line functions

  • Insightful analysis (trends, competitor, decision choices)
  • Activating critical success factors (financial and non-financial)
  • Empowering budget owners to make informed decisions, submit realistic budgets

Unleash the power of “Big Data “, “Data Analytics” and sophisticated software

  • Interactive analytics reporting tools
  • Deploying sophisticated analytics software
  • Tracking real-time digital performance to drive business forward

Interactive sessions & tasks: Innovative practices in performance management and analytics.

Day 3

Day 3 focuses on proven strategies to nurture talent. You will also learn about management practices to identify and mitigate emerging business and treasury risks.

Advancing Finance Capabilities

  • Nurturing leadership pipeline (succession, attitude, agility)
  • Enhancing financial literacy skills and capabilities
  • Building cushion into go-forward plans, forecasts, legacy and manual systems

Interactive session on developing talent strategy

Oversight of New and Complex Risks / Crisis Management

  • Building insights and emerging risk profiles (e.g. cyber, social media, regulatory)
  • Gathering intelligence on potential perpetrators
  • Identifying key assets to protect
  • Assessing crisis situation, identify biggest problems
  • Scenario planning / Use of advisers / Plan B

Interactive session on developing risk management policy / crisis management: Why first few days are most critical

Leading Corporate Treasury

  • Getting to grips core treasury elements (e.g. policy, funding, investing)
  • Critical treasury risks (interest rate, currency, bank risks)
  • Derivatives and complex financial instruments (swaps, forward contracts)

Interactive session: What can go wrong: high profile cases where weak controls collapsed

Day 4

Corporate Finance

  • Balance sheet optimization
  • Capital planning and allocation
  • Re-investment, M&A, debt servicing, dividends, share buybacks
  • Tax planning, transfer pricing & thin capitalisation

Discussion on international tax planning (Starbucks/Google) and impact on reputation.

Capitalising on M&A Opportunities

  • Defining acquisition criteria and planning acquisition process
  • Financial and commercial due diligence
  • Valuing and evaluating the target
  • Deal negotiation Financing the deal
  • Purchase and sale contract
  • Taking charge and integrating the business

Case Study and Discussion: Recent examples of worst takeover deals and what went wrong

Corporate Governance

CFO’s role in corporate governance

  • International governance frameworks
  • The UK Corporate Governance Code - main principles
  • The Companies Act 2006 - Directors responsibilities in law
  • Corporate governance and public reviews

Case Study and Discussion: Prominent failures in corporate governance.

Key Elements of Bank Risk Management and Implications for Corporates

Link between finance and risk management and the impact on bank relations

The session is characterized by:

  • Integration of actual real-life examples, financial crises and regulatory responses
  • Focus on bridging financial risk management, financial accounting and corporate financial management
  • Idiosyncrasies and conventions of bank risk management
  • Introduction to the bank regulatory capital adequacy framework
  • The catch-all nature of Operational Risks and its implications
  • Understanding Credit Risk: concepts, practice and limitations
  • Liquidity risks for banks and effects on Corporates
  • Market risks - interest rates and currencies: techniques and applications
  • Hedging techniques with derivative instruments

Day 5

Business Ethics

  • Identifying an ethical framework
  • Corporate culture and personal responsibility
  • Appreciating importance of behaviours
  • Connecting business values and ethical values
  • Setting the ethical framework

Exercise and Discussion: Tackling ethical dilemmas.

Fraud, Bribery and Corruption


  • Motives and indicators of fraud
  • Fraud prevention

Case Study and Discussion: Warning signals and what to look for (including potential fraud in M&A)

Bribery and Corruption

  • Definitions and prohibited practices
  • Foreign Corrupt Practices Act, OECD convention
  • The Bribery Act 2010 –practical implications

Case Study and Discussion: Conducting investigations into bribery, corruption and fraud with potential impact on business reputation

Personal Feedback Session

  • Main takeaways from the programme

Interactive sessions: Lessons learnt from this programme, commit to any action?

Agenda Online

Day 1:

Session 1: 09:30 – 11:00

Introduction and Course Objectives

  • Context of the global crisis and the ever increasing demands made on the CFO role
  • Course Director and delegates (call out who’s in the virtual room)
  • Reasons for attending call out as far as known in advance at time of booking)

Strategic Development and the CFO

  • Setting priorities / Communicating strategy to non-financial colleagues
  • Aligning finance strategy to organization’s strategy, operating plans and performance
  • Making Strategy Work - Improving communication, tracking implementation, adapting

Financial Strategy

  • Setting a strategy for the finance function
  • Addressing key components (e.g. capital structure, gearing)
  • Communicating and delivering the Finance vision

Discussion or Task: CFO at the heart of strategic development / Formulating financial strategy

Session 2: 11:30 – 13:00

Financial Leadership in Action

  • Definition in practice
  • Good CFO, Poor CFO
  • Secret of successful CFO

Discussion or Task: What does financial leadership mean, how can you demonstrate this?

Hazards in the Boardroom

  • Board behaviours
  • Group Think
  • When the board disagrees

Reflections on Case Study- Discussion: Working harmoniously alongside fellow board members

Session 3: 14:00 – 15:30

Performance Reporting and Analytics

  • Advanced analytic tools and executive dashboard
  • Addressing sustainability issues
  • Digitising the finance function: Information architecture, legacy systems and manual interfaces

Reflections on Case Study- Discussion: Enhancing presentation of reports / Tackling digital

Reporting with Clarity and Purpose

  • Relevant key performance measures
  • Communication in fewer words to non-financial audience
  • Report formats

Reflections on Case Study- Discussion: Pulling it all together – stakeholder expectations

Day 2

Session 1: 09:30 – 11:00

Building Relationships and Influence

  • Working alongside the CEO and handling conflict or issues calling for judgment
  • The Influential CFO - personal effectiveness, presence and credibility - Holding centre stage
  • Managing a business discontinuity event

Case Study and Discussion: Developing professional relations with CEO and stakeholders

Beyond Budgeting Strategic Budgeting (Incls Outcome Driven Budgeting & Event Driven Forecasting)

  • Linking planning, budgets and rolling forecasts to strategy
  • Level of connection and challenge
  • Periodic business review meetings

Discussion: Obtaining ownership, accountability and buy-in from the budget holder

Session 2: 11:30 – 13:00

Finance Business Partnering

  • Barriers and limitations
  • Measuring success

Business and Economic Environment

  • Managing the complex needs of all stakeholders
  • Tackling volatility and uncertainty
  • Scenario modelling

Talent Management

  • Developing strategy to attract, motivate and retain talent

Discussion or Task: Tackling future challenges

Session 3: 14:00 – 15:30

Corporate Risk Management and Risk Reporting

  • Identifying and assessing risks (current and emerging risks)
  • Risk Heat Maps
  • Articulating risk appetite and risk tolerance

Leading Corporate Treasury

  • Profit centre vs. value-added centre vs. cost centre
  • Working capital and the Cash Conversion Cycle
  • Managing risks (liquidity, funding, interest & currency rates) / Derivatives (swaps, forwards)

Discussions of recent cases where controls were weak or collapsed / Rationale for hedging

Crisis Management

  • Assessing situation, identify biggest problems
  • Knowing your stakeholders, rebuilding credibility
  • Scenario planning and risk assessments / Plan B

Discussion: Why first few days are most critical?

Recap of Days 1 & 2

Day 3:

Session 1: 09:30 – 11:00

Capital Allocation, Corporate Finance and Capital Structure

Capital Requirements

  • Establishing cash needs in an uncertain world
  • Capital structure- debt, equity, dividends and liquidity
  • Linking capital to profitability

Discussion or Case: Deciding on capital structure under different types of ownership

Capital Allocation

  • Forecasting returns
  • Methods of capital allocation
  • Dealing with uncertainty and future options

Discussion: Capital investment in practice

Session 2: 11:30 – 13:00

Mergers, Acquisitions and Valuations

Making an acquisition

  • The reasons to make acquisitions
  • Organising for due diligence
  • Negotiating the deal

Discussion or case: Deciding what matters in a deal


  • Valuing the target
  • Structuring the deal
  • Negotiating the deall

Discussion: Why do deals go wrong?

Session 3: 14:00 – 15:30

Organisational Purpose, governance and ethics: Making decisions To whom are organisations accountable?

  • Why does your firm exist?
  • Looking beyond shareholders
  • Systems of governance

Discussion or Case: What does governance mean in your organisation and what happens when it goes wrong?

Business ethics and the links to governance

  • Understanding ethical frameworks
  • Dealing with ethical conflicts
  • Embedding governance within the organisation

Discussion: Linking governance back to strategy Recap of Day 3 and linking it all together


Lance Moir

The Course Instructor has over 30 years financial experience as CFO, Corporate Financier and Treasurer in international companies. He had been CFO of WIN plc and Executive Director of IMImobile, Group Finance Director of First Choice Holidays PLC, Director of Corporate Finance at Bass PLC and Hea...

Raj Gandhi

Raj Gandhi - days 1-3:GGV London works with clients in the UK and internationally focusing entirely on solutions and knowledge transfer. It has also forged relationships with prominent institutions such as Euromoney, ACT, ACCA, ICAEW and the IoD to deliver executive training that empowers partici...

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CFO Programme at Euromoney Learning Solutions

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Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with any business school or university.

Full disclaimer.

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