managing your business and career during a recession

E X E C U T I V ES U M M I T2 0 0 9

C F O Managing Your Business and Career During the Recession

WHITE PAPER

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2009 CFO Executive Summit • June 11, 2009Managing Your Business and Career During the Recession

EXECUTIVE SUMMARY:On June 11, 2009 over 80 CFOs gathered from companies with sales of 50-150 million. Each CFO had the opportunity to share their insight and expertise at two of eight roundtables facilitated by leaders in a variety of fields. Each roundtable focused on a topic relatable to today’s CFOs. Topic suggestions were submitted from the executive board of the CFO Executive Summit on what is directly affecting the field in 2009 and what will be the challenges in 2010. Each roundtable narrowed down the discussion to the key issues and then debated the best method and practices to address and outline the most effective solutions. We are presenting the information discussed at those tables in a concise outline that includes the key issues, best practices and a brief conclusion on the group’s findings.

The eight roundtables and their facilitators addressed the following topics:

1. Lessons Learned in Navigating Your Business through TurmoilMichael McCuish, Senior Financial Advisor, Marsh Midwest

2. The Evolving Role of the CFOWendy Beck, Chief Financial Officer & Executive Vice President, Domino’s Pizza

3. Steering Your Career and the Importance of Building Your Social CapitalKevin Dunivin, Chief Financial Officer, Real Estate One

4. Hope is Not a Strategy-Fraud, Corporate Investigations, and Internal ControlsWilliam Kowalski, J.D., Vice President, Rehmann

5. Leading the Way through Creativity and InnovationsBob Metzger, Program Director, Michigan’s Next Great Companies

6. Managing Your Banking Relationship in the Current Economic EnvironmentDavid Lochner, Senior Vice President, Charter One Bank

7. Finding and Maintaining Sources of Finance in Troubled Times, Banks, Working Capital Management, Commercial Terms and Cost StructureBill Carroll, Chief Financial Officer, HoMedics

8. Renegotiation with Creditors Can Effectively Create New Business Cash FlowDavid Deutsch, Partner, Lipson Nielson, Cole, Seltzer & GarinStuart Logan, Attorney, Lipson Nielson, Cole, Seltzer & Garin

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32009 CFO Executive Summit • June 11, 2009 2009 CFO Executive Summit

Lessons Learned in Navigating Your Business Through TurmoilMichael McCuishSenior Financial Advisor, Marsh Midwest

This roundtable discussion about “navigating your business through turmoil” stimulated many of the topics facing CFOs today. The group shared stories of their own challenges and successes to bring together some clear issues and the best practices to address them.

Key Issues:1. Fine tuning cash flow2. Communicating with customers, employees and

shareholders3. Maintaining price and profit4. Encouraging shareholder and customer loyalty5. Employees who don’t feel comfortable bringing

problems/issues to their higher-ups so they can be addressed

6. Holding on to intellectual capital

Best Practices:1. Become innovative and creative. Develop

scenario planning to improve the company’s foresight. Be agile.

2. Look for opportunities that can produce and measure results. Design a dynamic monitoring system to gauge internal progress and track the external world timely.

3. Be prepared and be willing and ready for change. Devise adaptive strategies that provide options that are flexible enough to deal with the unexpected.

4. Preserve the core of your business when making cut backs. Maintain a strong team and foster leadership at all levels.

5. Show trust and loyalty to customers and fellow employees.

6. Encourage and promote openness in your business so problems surface quicker and can be fixed sooner. Enhance your information and decision-making procedures to remain vigilant through external networks and balance traditional and innovative tools.

The conclusion of the contributors was that creativity and innovation can assist you during troubling times. Preparation, communication and flexibility within your team is important to identify and preserve the core business and values. Navigate this turmoil with a good captain, good maps, a well-trained crew and the agility to change courses. Stay on track to the final destination—Survival and Profitability.

Contributors to this roundtable included:

Loren Lau, Vice President and Chief Financial Officer,

Detroit Institute of Arts

James Connelly, Chief Financial Officer, Henry Ford

Nancie Long, Vice President of Finance, Unibar

David Frauenheim, Senior Vice President/

Relationship Manager, ePrize

Tom Welland, Treasurer, Hazen Transport, Inc.

Laurie Mickiewicz, Chief Financial Officer,

Guardian Alarm Company

Marc Kahn, Chief Financial Officer, VisionIT

Rick Knappe, Chief Financial Officer, US Farathane Corp

Dan Deighton, Managing Director, Marsh

Marla Downs, Advertising Director,

Crain Communications

Key Topics, Issues and Best Practices:

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The Evolving Role of the CFOWendy BeckChief Financial Officer & Executive Vice President, Domino’s Pizza

This roundtable discussed the evolving role of the CFO and summarized it into five common points:

1. The role of the CFO has changed from being the “keeper of the books” to being a strategic business partner.

2. CFOs must focus more on where the business is going and not just where it has been. Be innovative.

3. CFOs must be a part of the leadership team and think strategically.

4. CFOs must collaborate with their CEO. They must remove the divisive attitude between finance and operations.

5. CFOs must communicate and be transparent. Value indicators are an important part of the data.

The group put together key issues and best practices to describe their changing role.

Key Issues:1. Training current/potential CFOs to be strategic

business leaders2. Leading “Up” in integrity and ethics3. CFOs need to be proactive and positive4. Being creative and innovative

Best Practices:1. Having a strong team is the key to success. A

good team will enable the CFO to take a step back and be a strategic partner.

2. Maintain a “can do” attitude.3. Teach employees to understand the business and

be able to multi-task. Let them develop the skills

to be able to interpret the data. Delegate.4. Partnering with other leaders in the industry –

Put Yourself Out There.5. Provide solutions. Help play the “Yes” card

instead of always being the one that says, “No, we can’t do this.”

6. Learn the business and be on the front line.7. Maintain strong vendor/supplier relationships

with a good backup plan.8. Balance objectivity and independence.9. Enhance your “people” skills.

The day of the CFO being just a number cruncher is long gone. Today’s Chief Financial Officers are expected to be strategic thinkers who must deliver operational results. They must help the CEO manage the business, compliment their skills and offer leadership in addition to their financial expertise. The new CFO requires credibility, inside and outside the company. This involves building strong relationships with investors and opinion-leaders, as well as the CEO and other direct reports. CFOs are the guardians of good business practices and controls. It is their job to troubleshoot and manage the risks inherent in corporate strategies. CFOs must

“The new CFO requires

credibility, inside and

outside the company.”

be careful to not kill creativity and new initiatives just because they have some risk. Maybe “no” doesn’t mean “no.” It might actually mean “maybe.” The ability to deliver business results is a key competence for today’s CFOs. Strategic leaders have a careful but entrepreneurial approach to risk. They must

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be able to develop reliable business models, not just financial statements. Ultimately, the new CFO becomes a strategic agent of change, creating smarter work patterns throughout their organization. They must provide solutions that drive and measure performance to achieve better results.


Jeff Blackman, Chief Financial Officer, ForeSee Results

Jeff Chutz, Chief Financial Officer, Cactus Media

Lou Ann Couniham, Chief Financial Officer,

Tyde Group Worldwide, LLC

Lenora Hardy-Foster, Chief Financial Officer,

Southwest Solutions



Anthony Iaquinto, Chief Financial Officer,

Ross Education LLC

Paul Black, Vice President and Chief Financial Officer,

ABC Warehouse

Damien Zikakis, Managing Director,

Boyden Global Executive Search

Daniel Rose, Chief Financial Officer, Piston Group


Laura Pierce-Marutz, Vice President and Controller,

Allegra Network, LLC

Brooks Kelley, Director of Accounting,

SOS Community Services

Robert Scherba, Senior Vice President,

Williams International

David Leo, Chief Financial Officer, TOMCAR

James Gouin, Chief Financial Officer,

Tower Automotive LLC

Tom Wolfe, Consultant, Huron Consulting Group

Steering Your Career and the Importance of Building Your Social CapitalKevin Dunivin Chief Financial Officer, Real Estate One.

This roundtable focused on “steering” your career and the importance of building your social capital. Contributors discussed the issues that CFOs face as people in their job, rather than the issues faced by their job. Kevin Dunivan led this group through discussions about the road map for their career and some of the new tools available to help maintain their relationships.

Key Issues:1. CFO turnover is a reality2. Achieving success in your current role3. Planning for the future4. Promoting your value, results and

accomplishments

Best Practices:1. Develop a roadmap.2. Manage your career.3. Maintain positive relationships. 4. Set-aside time for self-assessment. Final thoughts from the group included the following comments: CFOs should be thinking in terms of their value, the results they have achieved and their accomplishments. They must get out of the office and manage their career, relationships and network, even if they are not presently looking for a job. In the age of Facebook and Twitter, there are ways for professionals to stay connected and keep up with one another. LinkedIn allows you to follow up and connect with other professionals and companies and Financial Executives International (FEI) allows you to stay connected with your peers.

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It is important to regularly revisit where you are, where you want to be, and what adjustments you must make to get there. Personal metrics evaluate what barriers there are to your career. Learn to work smart and be more effective by eliciting the help of those that work with you. Learn to delegate.

As a CFO, you need to develop a roadmap and plan and take a much broader approach to your career. Don’t live life as a function of your career, but rather your career should be a function of your life. When it comes time to look for a new job, be persistent and determined. Education and talent is not enough, you must network. After all, at some point in your life it will ultimately come down to WHO you know when it comes time to change companies.


Doron York, Founder & CEO, Business Edge International, LLC

Deborah Habel, Vice President of Finance and Treasurer,

MCWTF



Kimberlie Buchanan, Principal, Director Client Service &

Practice Growth, Rehmann

Ken Elston, Chief Financial Officer, FEI Member and Audit

Committee Chair, Fentua Financial Inc.



David Morgan, Chief Financial Officer, Ecology Coating

Tom Wolfe, Consultant, Huron Consulting Group

John Stchur, Chief Financial Officer, Asterand PLC

Hope is Not a Strategy – Fraud, Corporate Investigations and Internal ControlsWilliam (Bill) Kowalski, J.D. Vice President, Rehmann

As the economy gets worse, fraud continues to be a major issue for CFOs. Bill Kowalski brought his expertise as a former FBI agent to share key issues and best practices on fraud prevention with our CFOs.

Key Issues:1. Today’s economic climate is the perfect storm

for fraud: Everyone has less money, high debt, and reducing equity in their real estate and stock portfolio. Staff reallocation, pay cuts, and lay-offs have caused employees to struggle with their personal finances without a clear end in sight.

2. Technology has provided a more sophisticated method of white collar crime, fraud and hacking.

3. Today’s employees are overworked and stressed and may feel a sense of justification for fraud based on opportunity and need.

4. “Trust” is not an internal control – “Hope” is not a strategy.

Best Practices: What should a CFO do to prevent fraud?1. Assess risks to determine where prevention and

detention mechanisms should be implemented and audited.

2. Set a tone of integrity, ethics and responsibility.3. Create an ownership mentality.4. Remove temptation.5. Develop internal controls and enforce rapidly.6. Develop a fraud training program.7. Conduct in-depth reviews of financial

information.8. Periodically audit and review all IT and other

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technologies for integrity.9. Implement employee code of ethics and make

employees aware of policies.10. Set-up an employee issue hot line.11. Conduct background checks.

In conclusion, the group agreed that the pressure for employees to meet performance targets, for less money, is elevated, therefore, so is the risk for fraud. Fraud includes more than employee embezzlement and can be defined to include the changing and manipulation of data. Accurate and timely data is the key to the CFO making decisions and he/she must be assured that it is correct. Recognizing the spots

“A strong ethical

environment

encourages self-policing

and a hotline is

essential to the first

line of attack.”

where the data can be changed is the key to good detection, prevention policies and audits. Employees must be clear on the ethical tone of the company and understand the outcome of fraudulent behavior. Internal auditors, human resource and the legal department should be charged with effectiveness of the policies, procedures and controls. A strong ethical environment encourages self-policing and a hotline is essential to the first line of attack. CFOs

should use a combination of senior management reviews, internal audits, outside audits and surprise audits at all locations, especially those that do not get the senior visits that headquarters does.


Charles P. Barnes, Chief Financial Officer/General Counsel,

AMI Strategies

Joey Groh, Vice President, AMI Strategies

Jane Sydlowski, President, AMI Strategies


Ross Education LLC




David Frauenheim, Senior Vice President/

Relationship Manager, ePrize


Deborah Habel, Vice President of Finance and Treasurer,

MCWTF





Jorge M. Ramos, Chief Financial Officer,

Orchid Orthopedic Solutions




Southwest Solutions





Mary McCune, Principal, Rehmann

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Matt Langan, Account Executive,

Crain’s Detroit Business

Michelle Pallas, Managing Partner,

Lighthouse Consulting



ABC Warehouse

Phil Bahr, Managing Principal, Rehmann

Rick DiBartolomeo, Managing Principal,

Rehmann



Steve O’Connor, Independent Sales Executive,

AMI Strategies

Leading the Way Through Creativity and InnovationBob MetzgerProgram Director, Michigan’s Next Great Companies

In the “Creativity and Innovation” roundtable discussion, the CFOs were concerned with their reputation as the killers of creativity and innovation. They discussed the methods they could use to balance a corporate culture of creativity and innovation along with discipline and measurements. The CFOs admitted that despite all of the attention that business creativity has garnered, day-to-day innovation in the workplace is difficult to access. Where do breakthrough ideas come from and what kind of work environment allows them to flourish? How can senior leadership, especially those in charge of finance, encourage the stimulants to creativity and break through the barriers to innovation? These discussions led to a series of key issues and suggested best practices.

Key Issues:1. Speed of innovation with benchmarks2. Business case for people and

process development3. Need to balance control and creativity

Best practices: 1. Support sales and marketing. Work together---

you are not enemies. 2. Balance between giving a project enough time

to be successful and preventing unprofitable projects from going on too long.

3. Create an incubator for ideas. Let somebody work through an idea before implementation.

4. Develop project metrics, audit them and report their success.

5. Create a culture of innovation that allows for suggestions. The CEO/President must encourage ideas and recognize and reward the behavior.

6. Provide the ability to submit ideas from all levels of the organizations.

In conclusion, everyone in your organization can produce novel and useful ideas, especially those in finance. Innovation depends on a many things, including: knowledge and experience, talent, the ability to think creatively and unimpeded intrinsic motivation. CFOs need to remove the barriers to creativity. Sometimes bonuses and pay-for-performance plans tend to make finance executives risk adverse because they believe new ideas may affect their compensation. The group agreed that employees put more value on a work environment where creativity is supported, valued, and recognized because they want the opportunity to deeply engage in the growth of the company. It is critical to match people to projects not only on the basis of their experience but also in terms of where their goals and interests lie. Employees are most creative when they care about their work and they are stretching their skills. Frustration or boredom stifles

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innovation. Leaders need to find the right balance. Time pressure blocks creativity because people can’t deeply engage with the problem. Deadlines can be met if distractions are minimized and employees are allowed to focus on new ideas when asked. CFOs

“CFOs need to

remove the barriers

to creativity.”

need to create collaboration instead of competition internally. When people are excited about their work, there’s a better chance that they will make a cognitive association that can incubate a creative idea. The recession has caused daily fear in the financial workplace. Anticipation of being downsized can be even worse than the actual downsizing itself. The fear of their future will cause employees to abandon new, risky and innovative ideas. Since downsizing will remain a fact of life, leaders need to focus on strengthening communication and collaboration which usually declines during challenging times. Therefore, financial managers need to work efficiently and effectively to stabilize the work environment so innovation and creativity can flourish within the finance department - even during a recession.


Mark Muehlenbeck, Chief Financial Officer,

Lowry Computer Products

David Morgan, Chief Financial Officer,

Ecology Coating

John Stchur, Chief Financial Officer, Asterand PLC

Jorge M. Ramos, Chief Financial Officer,

Orchid Orthopedic Solutions


Southwest Solutions

Mary McCune, Principal, Rehmann

Phil Bahr, Managing Principal, Rehmann


Laurie Mickiewicz, Chief Financial Officer,

Guardian Alarm Company



Steve Quinn, Chief Financial Officer, Detroit Tigers


Dan Deighton, Managing Director, Marsh

Doron York, Founder & Chief Executive Officer,

Business Edge International, LLC

Marla Downs, Advertising Director,

Crain Communications

Managing Your Banking Relationship in the Current Economic EnvironmentDavid LochnerSenior Vice President, Charter One Bank

As the economic climate changes, the onus of the relationship changes from the bank to the company. Companies can no longer sit back and wait to be courted. They need to be proactive and stay ahead and aware of even their longstanding associations.

Key Issues:1. The Changing Environment

• Costs rising for funding credit• Banks slower, less flexible, less services offered

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• Tighter lending standards2. Managing multiple banking relationships3. Understanding your agreements and restrictions4. The stability of your bank5. Turnover at the bank hampers

forward movement6. Timing of bank discussion on company issues

and potential problems7. Creeping fees

Best Practices:1. Constant communication with bank – make them

a partner.2. Do your due diligence and know the

marketplace.3. Demand that your bank understands your

business model and the owner’s needs personally.

4. Be proactive. Provide quarterly, monthly or daily updates to your bank and include new sales and programs, initiatives, issues, etc.

5. Cultivate “just in case” relationships.6. Negotiate, manage and understand fees

and charges.7. Know at least three levels up at your bank.

A bank that understands your business, is kept well informed and takes an active interest in it, is required for your company’s success in today’s economic environment - it is an intangible asset. As a CFO, you must also recognize your bank’s needs and challenges and develop a sound working relationship with each member of your lending team - communicate early and often. You need multiple sources and strong secondary relationships. Banks face increased regulatory scrutiny with new rules, so understand those rules and help your banker abide by them without surprises.



ABC Warehouse

Tom Welland, Treasurer, Hazen Transport, Inc.

Julie Booth, Chief Financial Officer, Quicken Loans


Jane Sydlowski, President, AMI Strategies

James Connelly, Chief Financial Officer, Henry Ford

Mike Ross, Director; President and Chief Executive Officer

of the Company and the Bank, Dearborn Bancorp, Inc.

Marc Kahn, Chief Financial Officer, VisionIT

Rick DiBartolomeo, Managing Principal, Rehmann

Finding and Maintaining Sources of Finance in Troubled Times, Banks, Working Capital Management, Commercial Terms and Cost StructureBill CarrollChief Financial Officer, HoMedics

Bill Carroll took a current situation from his role as the CFO of HoMedics and shared it with the CFOs at his roundtable discussion. That conversation initiated the discussion about key issues and best practices relating to finding and maintaining sources of finance in “interesting times.”

Key Issues:1. Amendments are complicated and expensive2. Approvals used to be local, now they are going to

the regional level3. Banks don’t want longer term commitments4. Fees exploded, even in long term relationships5. There has been tremendous change in banks

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Best Practices:1. Have good visibility and forecasting so you know

where tolerance is.2. If you need an amendment, get to it early.3. Have all commercial agreements in writing.4. Make sure you share definitions with those

above you and those below you.

With a similar theme to the roundtable discussion about “maintaining your banking relationships”, the key theme was “communication” at all levels of your organization. Understanding your agreements and how covenants, restrictions and requirements, effect your business is essential for all members of your finance and operational staff. CFOs must have good, accurate and timely data to understand their current position against the forecast. Working capital

“CFOs must have good,

accurate and timely

data to understand their

current position against

the forecast.”

actually has to be managed in today’s economic environment. CFOs must lead their company to strengthen cash flow, settle payments quickly, reduce working capital liabilities, negotiate favorable payment terms with suppliers, and establish clear accountability in accounts payable and receivable. Working Capital can be maximized by automating routine tasks, standardizing lean processes, simplifying controls, and giving management the

tools they need to make better and faster decisions. When a company demonstrates this commitment, lenders see the value and are more likely to work with the company regarding the need for additional working capital or provide extensions or amendments to loan or lease agreements.



Ross Education LLC






Ken Elston, Chief Financial Officer, FEI Member and Audit

Committee Chair, Fentua Financial Inc.

Mark Muehlenbeck, Chief Financial Officer,

Lowry Computer Products

Rick Knappe, Chief Financial Officer, US Farathane Corp

Carol Wright, Principal, Rehmann


Matt Langan, Account Executive, Crain’s Detroit Business

Jay Tredwell, Chief Financial Officer, Happy Howies, Inc.,

Managing Member, Trowbridge Partners, LLC

Renegotiation with Creditors Can Effectively Create New Business Cash FlowDavid DeutschPartner, Lipson Nielson, Cole, Seltzer & Garin

Stuart LoganAttorney, Lipson Nielson, Cole, Seltzer & Garin

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Maximizing cash flow is one of the top issues that every CFO faces. Renegotiating your debt and payment schedule is one method of increasing cash flow and reducing the risk of defaults. David Deutsch and Stuart Logan, attorneys specializing in assisting CFOs and business owners with debt restructure, brought some real world examples of the proactive approach that senior finance managers can take to keep the business fluid and alive.

Key Issues:1. Companies in need of cash flow have

self-preservation as their main goal2. Forbearance, reorganization and outside

consultants are costly3. Finding alternative mechanism of finance4. Syndicating equity and debt5. Limiting personal guarantees

Best Practices:1. Be proactive.2. Prioritize your debt based upon criticality to your

business.3. Renegotiate your lease terms. The leasors may

be easier to deal with than your bank. 4. Negotiate with your vendors and stick to the plan

to earn credibility. You will need them again in the future.

5. Start negotiating as soon as possible. Negotiating with the original creditor may be easier than dealing with a collection agency later.

6. Negotiate up the chain. Collectors don’t have the authority.

7. Don’t ask the creditor how much it will accept. Tell the creditor how much you can pay. Never offer to pay more than you can.

8. Create a budget before negotiating a settlement. Creditors may want to know your complete financial situation before agreeing to a settlement.

It is now apparent to all CFOs that the economic trouble we are facing is unique and not short term. The upheaval in the finance sector, on top of high unemployment and diminishing sales and profit, continue to put daily pressure on a company’s cash flow. A large part of the cash outlay is for the payment of debt, including operating leases, credit

“Be prepared, realistic

and credible”

lines, term notes, real estate mortgages or leases. When it comes to managing business debt, carefully consider your options and your financial future. Creditor negotiation should be your first line of attack as a CFO. Be prepared, realistic and credible with your lenders and then help management become more profitable with other cash increasing methods of operating.


Charles P. Barnes, Chief Financial Officer/General Counsel,

AMI Strategies

Joey Groh, Vice President, AMI Strategies

Michelle Pallas, Managing Partner,

Lighthouse Consulting

Kimberlie Buchanan, Principal, Director Client Service &

Practice Growth, Rehmann

Carol Wright, Principal, Rehmann

Jay Tredwell, Chief Financial Officer, Happy Howies, Inc.,

Managing Member, Trowbridge Partners, LLC

Steve Quinn, Chief Financial Officer, Detroit Tigers

Steve O’Connor, Independent Sales Executive,

AMI Strategies


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SUMMIT CONCLUSIONClearly the challenges of reduced credit and cash flow were at the forefront of the roundtable topics. CFOs are managing at a time that is unprecedented in our recent past. In addition, they are required to be strategic, creative, innovative and the gatekeeper of ethics and accountability. It is clear that the recession has brought about tremendous stress. The role of the CFO keeps evolving and he/she is no longer just the “keeper of the books.” The CFO must be a leader, a partner to the CEO and an advocate for the sales and marketing department. The word “no” must take a reduced role in their vocabulary. They must be solution-oriented and proactive. The role of historian provides only a small part of what is in their daily duties and in order to succeed in their role as a CFO, from a personal standpoint, they must manage their career in addition to the business. The key to long-term success is to embrace the opportunity for growth, get outside of your comfort zone, develop a plan for success and watch out—because your next job could be CEO!

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Arzika, LLC is a leading experiential marketing firm distinguished by its excellence and innovation. The company is dedicated to equipping clients with the strategic insight and experiential marketing implementation critical to accelerating business growth. Arzika assists its clients with marketing and brand extension in a number of ways, including research and analysis, marketing services and communications, event management, executive forums and business development. To contact Arzika, call 248-246-7236 or visit online at www.arzika.com.

At Arzika we are able to handle integrated marketing for events, sponsorship sales, event management, graphic and website design, as well as research and analysis for all of our clients. We provide an array of services that include conferences, seminars, speaker acquisition, networking events, product launches, staff appreciation packages as well as charity and continuing education events. In the past we have worked in such industries as IT, Health, Finance, Non-Profits and many others.

The Midwest CFO Forum (formerly the CFO Executive Summit) is an exclusive annual gathering of Chief Financial Officers (CFOs) and senior-level executives in the financial community to address current issues, discuss emerging challenges, explore emerging trends and network with peers. Especially in tough economic times like these, nothing is more empowering than hearing success stories from the leaders in your field and meeting them face-to-face. That’s why we have created the Midwest CFO Forum, to bring together financial leaders and end-users to educate, empower and inspire them through a compilation of keynote presentations by noteworthy professionals in the field, roundtable sessions, and panel discussions. To learn more about the Midwest CFO Forum, visit www.midwestcfoforum.com.

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