In this session we will discuss some of ways the CFO can step in shaping organizational culture and the ideal organizational culture that can help with a sustainable performance.
Morning registration & name-badge collection, then grab some breakfast & coffee/tea.
Saj Molaee, CFO, Singapore, Indonesia, Philippines, AstraZeneca
We’re all living and working in an increasingly fast-paced and ever-changing world. For finance leaders, this means their roles is also changing and evolving.
The modern CFO is no longer just a custodian of entity’s assets or owner of numbers and budget.
It’s expected that CFO’s and finance leaders play a more active role in all aspects of leading the company including shaping people strategy and organization culture.
Frank Tsai, VP, Treasury Division, Senior Customer Finance Advisor, SEA & ANZ, Hitachi Energy
This session will look at the impact of the Ukraine War on energy security, and how finance leaders can contribute to the limiting of global warming to the 1.5 degrees ambition set under the Paris Agreement.
Frank will be expanding on the multi-billion dollar investment required for a grid upgrade and expansion to accommodate growth in renewable energy, with a focus on financing green energy, energy transition, and heading towards net-zero emissions.
Mahadevan Natarajan, Senior Director Financial Applications, CCH Tagetik APAC, Wolters Kluwer
Recent research shows that , 90% of finance leaders indicated that financial and business processes have become more challenging & complex in the last two years.
The new normal for finance is managing constant disruption , and updating technology. A, aligning finance and operations, and extending planning and analysis tools across the organization will be the critical next steps in the new elevated role for Office of Finance.
In this session, we will uncover:
Vincent Lim, CFO APAC, Datalogic
It is a long-standing industry practice to have accounting qualified people as finance leaders. This view is valid, besides these leaders strong ability, it is also supported by the signaling effect, first the company with an accounting-qualified finance leaders “signals” to the industry and stakeholders that the company’s has strong financial status and accurate reporting, second the aspiring finance leader “signals” to the company that he or she is more detailed oriented, prudent and consciencious, therefore the company is more likely to get accounting qualified finance leaders.
Harini Gopalakrishnan, Group CFO, Galaxy Group
The CFO role can be fairly broad – and focus varies widely depending on company and context.
Through my career, I have worked with CFOs as a close consultant and partner. And now I work in a CFO role myself navigating both a group role and managing our digital businesses.
Sharing some notes from my experience on key ways a CFO can go beyond being a business partner in small to mid-sized companies, moving truly to a business builder.
Jake Prucha, Area Sales Director, Workiva
Historically, finance has had a key role in driving decision making and preserving the assets of an organization by minimizing risk and tightening operations.
Today, contending with volatility and uncertainty will be the new normal and these challenges are likely to increase in the coming years.
In this session we will discuss how finance teams are achieving the next frontier by shifting their thinking from the priorities of the past and rethinking parts of their finance operations with technology.
Anansa Indah, Senior Consultant, CCH Tagetik APAC, Wolters Kluwer
Join us to discover how a single Unified Intelligent Platform for Corporate Performance Management (CPM) will help to overcome your finance challenges – both now and in the future.
From speeding up your Financial Close or Planning cycle to improving the quality of your Financial & Statutory reporting, learn why you should kickstart your Finance Transformation journey.
Benjamin Chin, Finance Director, APAC, ECCO Shoes
You might have already established good FP&A processes and even equipped them with the latest tech tools. Maybe even changed some titles in your team to finance business partners.
Yet, you continue to struggle with getting great engagement and transparency with the business.
Join me to discuss some of the key lessons and pitfalls I learnt from 15 years of FP&A and business partnering across multiple companies, industries and geographies.
Many organizations have already begun investing in finance business partnering capabilities, but CFOs must embrace the challenge of translating this capability into benefits for the organization.
Taking a strategic approach to ensure finance business partners are focussed on key areas of activity will gain trust and buy-in from the business. This session will look at how that will support in delivering value and shaping strategy.
