Santa Claus, now in his 1,747th year, reveals for the first time how his part-time CFO helped Christmas Inc. claw back from near-disaster.
“Last year we were hit by so many problems. Money problems. Health and safety issues. Capital funding problems. Bad PR. The lot.
“Someone posted a story on Facebook last August that said I hated mince pies and was allergic to milk.
Leaving lucrative and secure C-suite positions mid-career to build a part-time portfolio might seem crazy but many of those who’ve done it say it is one of the sanest decisions they’ve made.
Take Michael Citroen, who at 58 years old is a 14-year veteran of the part-time portfolio job world. The former Group Finance Director (CFO) relishes the challenge and excitement of working with half a dozen SMEs in his role as a part-time CFO.
Check out CNBC’s interview with Sara Daw, Group CEO of The CFO Centre on the rise of the part-time CFO:
A True Toy Story: LEGO’s Incredible Turnaround Tale
The story of how LEGO, the family-owned toy company went from teetering on the brink of disaster and hemorrhaging cash to delivering the highest revenues in its entire history and being voted the 2017 Most Powerful Brand in the World makes for a truly inspirational tale…
Fourteen years ago, LEGO’s Head of Strategic Development Jørgen Vig Knudstorp delivered the kind of assessment that most managers would gladly superglue their own ears shut to avoid hearing.
Hear the words ‘corporate espionage’ and you might think it’s only something that corporate giants need to worry about.
But that’s not the case. Corporate espionage is something that can affect companies of any size. And despite what you might believe, the threat is highly likely to come from within your organisation.
The corporate spy could be a satisfied or disgruntled employee, a manager, or a supplier, according to Rick Orloff,
Coffee is one of the most sought after commodities in the world but even that fact doesn’t make coffee traders immune to economic turbulence.
Such was the case for family-run green bean coffee merchant D.R. Wakefield. During one particularly volatile period, the UK-based business was subject to some tough grilling by its bank but just didn’t have the wherewithal to supply the answers.
“We simply didn’t have enough background information, data and statistics collated in a manner required by the bank,” recalls CEO Simon Wakefield.
Rapid growth is the stuff most entrepreneurs dream about as they take their fledgling company through the early years but when it happens, it can quickly become the stuff of nightmares.
The bubbles in the celebratory champagne—“Here’s to our success!”—barely have time to go flat before the problems arise across the high-impact growth or Scale Up business.
Suddenly owners are beset by problems involving the people they’ve hired or not hired,
If You Want To Succeed, You Need To Embrace The ‘F’ Word
What do Sir James Dyson, the Mercedes F1 team, Pixar, Google and the airline industry have in common?
They’re hugely successful, yes. But the thing that links them is they never shy away from the ‘F’ word—Failure. Instead, they face and learn from their mistakes, errors and mishaps. So says Matthew Syed, award-winning Times journalist and best-selling author of ‘Black Box Thinking: Marginal Gains and the Secrets of High Performance’ (John Murray).
Business control is vital – at both ends of the business spectrum
After the first flush of start-up, many business owners find themselves faced with common problems caused by business control. Those problems tend to polarise into coping with potential failure or run-away success – the ‘zero or hero’ scenario.
The heroes are fast-growing, successful businesses, usually with considerable drive and enthusiasm from business owners. Heroes are clearly going in the right direction,
The Olympic Games allows top athletes the chance to compete against the best in the world and gives TV audiences the opportunity to watch non-stop sports for three weeks, but it’s usually an economic disaster for the city that hosts the event.
The fact that host cities are left with a few over-sized stadiums (so-called ‘legacy projects’) and mountainous debts once the 17-day sporting extravaganza is over shouldn’t come as a surprise.
Only the insanely optimistic continue to ignore decades of research that show hosting the Olympic Games rarely improves a city’s economy.