“A consummate professional who methodically works all aspects of complex projects, efficient, diligent, professional, trustworthy, purposeful, follow-up, communications, and control of complicated national recruiting processes is masterful.” Todd Hauser, f/ CFO, Geomotric Results, Inc.
“What strikes me most forcefully when I think about Gregg is his integrity and honesty which enable Gregg to build long lasting relationships because people trust him. His success is a result of the network of relationships that he has built based on his personal attributes.” Bill Williams, f/ Chief Financial Officer, Nivel Parts and Manufacturing
Businesses are global – whether or not they identify as such. Global markets and corresponding macro-economic conditions and variables have a ripple effect that is irrefutable. Clients require financially-diverse and adept Finance Executives in all areas from the CFO’s office all the way through local Finance Leaders and Controllers. As regulation continues to evolve and expand internationally and domestically, the overall finance competencies that were once desired have mostly become critical – whether in publicly-traded companies or within privately-owned companies. This is further complicated from a private equity and/or venture capital backed companies and even more so in the special purpose acquisition company (SPAC) deals that are exceptionally more prevalent in today’s world.
Many companies don’t have a finance talent management strategy and this can be catastrophic as CFOs and other Finance Executives retire and/or move on for other Executive opportunities. And, this is not a new problem, but more of a cyclical one that seems to rear its ugly head every 10 – 15 years beyond the normal ups and downs of retaining Finance Executive talent. If you look back in the 2011 time frame, for example, Deloitte found that less than 60% of companies were taking the appropriate steps to retain their Finance Executive talent while almost 40% were finding it challenging to find new Finance Executives in the external talent market.
Deloitte goes on to highlight how human resources (HR) is typically on the front-end of talent management and retention across the key corporate functional areas and relative business unit leadership, the CFO and the Finance Team are a critical asset to both the CEO and the Board of Directors. And, if the company is part of a Private Equity portfolio company or a SPAC, the CFO and Finance Teams are even more critical – often serving as the interface and intermediary between the owners and the CEO and other C-Suite Executives. Deloitte summarizes what Maccabeus is constantly advising its Clients:
While companies will always need to supplement their internal Executive talent with external Executives, it should never come at the expense of the financial organization imploding prior to Maccabeus joining the organizational development effort.
Gartner shares that many Finance Teams are over-stretched and understaffed with 85% of those Teams serving as a part of an active financial transformation; of which a staggering 70% of those transformational efforts failing to deliver on the forecasted benefits to the business. Through rigorous financial competency based interviewing, Maccabeus helps lead Clients through proactive finance organizational development for both the short term and long term needs of the company and key stakeholders.
We would welcome the opportunity to discuss this further with you and your Board.
“Faith means battles; if there are no contests, it is because there are none who desire to contend.”St. Ambrose