EXECUTIVE CFO MASTER PROGRAM

Mike is a UK Chartered Accountant, US Certified Public Accountant and Certified Financial Analyst (CFA) and an expert facilitator specializing in IFRS, US GAAP and IPSAS. He has a long track record of delivering tailor made training solutions around the world with more than 20 years of experience spanning the Big 4 accounting firms as well as private and public entities. Mike is responsible for the design and development of various IFRS, IPSAS and US GAAP training courses around the world from fundamental to advanced stages and has delivered workshops in most continents and across a wide range of cultures.Mike was the co-founder, course designer, examiner and facilitator for the US GAAP Diploma for Chartered Accountants Ireland from 2008 to 2010. He co-authored a complete set of training materials in US GAAP. Delegates on this program were experience qualified accountants that attended 20 days of training to comprehensively cover US GAAP standards and pronouncements. Over the past four years, he has delivered more than 300 training days training for the Institute of Chartered Accountants of England and Wales (ICAEW) in Bangladesh (IFRS), Cambodia (IFRS & IPSAS), Ghana (IFRS), Korea (IFRS) Nigeria (IFRS), Myanmar (IFRS & IPSAS), Philippines

(US GAAP, IFRS and COSO control framework), Sri Lanka (IFRS), and Tanzania (IFRS & IPSAS). During a three year period, he personally provided 200 training days to the majority of NATO finance staff, developed key sections of the IPSAS (IFRS equivalent for the public sector) NATO specific accounting manual, and served as a technical advisor on NATO implementation issues.He has developed a 6 week IFRS training program in IFRS under a World Bank funded project for ICAEW for the Nigerian SEC in 2013. Each delegate received 30 days training over a 12 month period, and Mike personally developed the materials and questions for his training experience. He will provide a blend of technical knowledge and practical experience as he himself offers such a skill set combination that will be invaluable to the overall success of the program. He brings not only unparalleled technical expertise but also a unique ability to integrate technical financial accounting and management issues into the training environment through tailored, real-life exercises that underscore the practicalities of achieving agreed-upon learning objectives.

Mike Turner

Expert Trainer

2www.leoron.com

LEORON Professional Develop-ment Institute is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing pro-fessional education on the Na-tional Registry of CPE Sponsors.

State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Com-plaints regarding registered sponsors may be submit-ted to the National Registry of CPE Sponsors through its website: www.learningmarket.org

5 KEY TAKE AWAYS

1Effective strategy formation and implementa-tion enabling a company to be well positioned for the future.

2Pragmatic use of well-known business models / concepts in strategic positioning, formation and monitoring co the corporate strategy

3 Tools for persuasive board / senior executive presentations on company performance

4Improved working knowledge for making effective investment decisions with or without leverage

5 Creating workable financial solutions in times of financial difficulty

» CFO / Board Members / Executive Finance Professionals » Finance Managers and Controllers » Strategy Directors and Managers » Project Managers and Risk Analysts » Investment Management and Venture Capital

Professionals » Senior managers whose responsibilities include the

delivery of financial targets.

WHO SHOULDATTEND?

TRAINING METHODOLOGY

The teaching methodology combines formal theoretical instruction with extensive use in class exercises, videos and interactive cases studies. Group discussion and debate led by the instructor and the delegates own experience is an integral aspect of the learning process. Most senior profes-sionals learn best from their own context and experience and the course is intended to be as practical and engaging.

IN-HOUSE If interested to run this course in-house please contact Goran Gakidev at +971 4 447 5711 or e-mail: goran.gakidev@leoron.com

DISTANCE LEARNING PROG.If interested to run this course with our distance learning program please contact Agron Kurtishi at +971 4 447 5711 or e-mail: agron.kurtishi@leoron.com

PROGRAMTIMINGS

Registration will begin at 08.00 on Day One. The program will commence at 08.30 each day and continue until 16.30. There will be two refreshment breaks and lunch at ap-propriate intervals.

LSBF EE offers a range of short programmes and postgraduate cer-tificate courses, tai-lored specifically to the

needs of working professionals who want to succeed in today’s globalised business climate.

The school was established in 2003 and has campus-es in the UK and Singapore; it is also partnered with the award-winning online platform InterActive, delivering education to students around the world who can’t attend classes on campus.

The LSBF experience is career-driven, tailored to each individual student, and led by expert tutors who are pas-sionate about their subject and about teaching.

Delivery Type Group Live

Prerequisites None

Level Advanced Training

This Program is worth 28 NASBA CPE credits

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COURSE OVERVIEWA forward-looking CFO / senior finance executive in to-day’s rapidly changing world is the cornerstone not only for a company’s success but an enabler to get the job done, attract top talent and be positioned for financial support with either debt or equity to hit these targets.This four-day intensive program is developed with this objective in mind to cover a wide range of strategic mod-els with engaging and interactive case studies for senior finance professionals to have a greater strategic impact on their company’s corporate strategy. The seasoned COF / senior finance executive, coupled with the strategic execution, requires fluency in the for-mation and assessment of financial assessment and ap-praisal models, including the risk trade off and cost bene-fit analysis of considering debt in the funding mix. As the finance role moves to align cost to value and more as value enhancing, this course will make sure CFO and seasoned finance professionals continue to think outside of the box by challenging the status quo with the latest trends in this sector from global peers.

DAY 1 Strategic Planning

» Introduction to strategic planning » Rational Strategic planning model » Five approaches to strategy formation » Strategic pitfalls of why companies fail – construc-

tion industry Bin Laden Saudi based construction giant discussion

Case Study: Case study on Blackberry – short video from CEO and review of shot articles and news clips coupled with a group discussion on Blackber-ry’s strategy and why it failed

Strategy Formation » Internal and external analysis – session driven by No-

vartis strategy document - Strategic issues of Novartis pharma company - Stakeholder analysis – the balancing act and criti-

cal considerations

Case Study: Group review and discussion on Novartis strategy document – the good, the bad and the ugly : study on Blackberry – short video from CEO and review of shot articles and news clips coupled with a group discussion on Blackberry’s strategy and why it failed.

» External corporate appraisal – session based on Shell Oil company

- PESTAL analysis – effective use to identify risk – pragmatic examples with Shell Oil

- Porters Five Forces – effective use to examine market positioning – discussion of how to apply in strategic execution

Case Study: PESTAL analysis case study on Shell; followed by a video from Shell and further group discussion including discus-sion on Porters Five Forces.

DAY 3 Measurement and Monitoring of Performance/ Benchmarking with DuPont Ratio Analysis

» Profitability, efficiency ratios, return ratios, short-term solvency and liquidity

» Long-term solvency and stability ratios » Shareholder’s and investment ratios » Information through comparison » DuPont formula » Levers in financial analysis

- Earnings - Turnings

» Internal corporate appraisal - Value chain – driven by how Ikea exploited this

opportunity – emphasis on how to identify op-portunities

- Effective use of benchmarking – example based on the airline sector

Case Study: IKEA video and group discussion on value chain analysis.

DAY 2 Strategic Options and Choices

» Porters Generic Options - recap of companies dis-cussed Ikea / Shell as well as delegates companies – how to use this information in implementing strate-gy in todays rapidly changing environment

- Cost Leadership - Differentiation - Focus

Case Study: Mini-case studies and group discussion on application of Porter’s generic options and how to put into practice.

» Ansoff – analysis with McDonalds products - Market penetration - Market development - Product development - Diversification

» Strategic Clock – analysis with hotel industry form budget to luxury chains

- Eight possible strategies in four quadrants defined by the axes of price and perceived added value.

» SFA Model – selecting opportunities to pursue - Suitability – what is happening now and what we

should do - Feasibility – monies and competencies to implement - Acceptability – get is agreed with stakeholders

Case Study: Series of short mini-cases studies on Ansoff, the strategic clock and SFA model with an emphasis of practical application for a number of different industries.

Major Case StudyCase Study: This Harvard case study will be the basis of an entire 2 hours session on a large case study that covers all aspect of corporate strategy with practical application of the models reviewed and significant group discussion.

September 03-06, 2018 | Sharm El Sheikh, Egypt

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- Leverage » Finding the red flags

- Ratio and financial indicators to watch out for

Case Study: Comprehensive case study on the applica-tion of the DuPont ratio analysis with the objective of having comfortable with how to apply this in practice to generate leading questions to compare the perfor-mance of “our” company with industry and peer data.

Investment Appraisal and Cash Flow Analysis » Payback, internal rate of return, accounting rate of return » Cash flow analysis vs EBITDA as a basis for analysis » Return on capital employed (ROCE) and return on in-

vestment (ROI) and net present value » Modified internal rate of return » Investment appraisal using DCF methods and free

cash flows » Tackling inflation in investment appraisal

Case Study: Mini- short exercises to recap and reinforce the core principles of cash flow analysis and a discount-ed cash flow exercise to assess project viability.

Levered Analysis: Funding Assumptions, IRR and APV » Debt capacity and credit analysis » Evaluating business risk » Assessing financial risk » Methodologies to tackle business and financial risk

- Capital asset pricing module - Modigliani and Miller’s Proposition

Case Study: Series of mini-case studies on tacking business and financial risk.

» Concepts and principles of adjusted present value » Effective use of debt to impact project viability

Case Study: Comprehensive case study on comparing a nuclear and gas generated power plant using adjusted present value techniques.

Strategies for Growth » Analysis of organic growth compared to acquisi-

tions and mergers » Valuations for mergers and acquisitions » Financing mergers and acquisitions

Case Study: Numerical case study to assess the finan-cial viability of a merger or acquisition in a different industry than the acquirer. Extensive group discussion on the financial and non-financial factors that require consideration.

DAY 4 Analyzing and Assessing Different Sources of Finance

» Sources of debt finance - Banks credit approval and evaluation process - Banking facilities available and the critical points

for bank approval - What to pitch to make a credit application more

likely to be accepted by a bank - Use of quasi debt structures such as convertible

loans – pros and cons and understanding of the reasons why this option is selected

» Sources of equity finance - Using venture capital sources / high net worth in-

dividuals -risks and benefits » Effective use of rights issues to encourage current

shareholders for capital injections - Mechanics of how rights issues work along with

financial implications

Case Study: Group discussion on determining the “right” financing mix for a venture.

Corporate Failures » Leading indicators » Symptoms of failure » Dealing with management weaknesses » Using automation to improve efficiency and labor

cost to reduce risk for failure

Case Study: Additional video footage on Blackberry and how to mitigate risk of corporate failure.

» Assessing vulnerability - Financial ratios - Altman Z scoring and A scoring

Case Study: Assessing corporate vulnerability with Al-tman Z scoring and A scoring– a numerical case study.

Corporate Restructuring / Negotiating Out of Fi-nancial Difficulties

» Mergers and acquisition strategies » Sales enhancement and operating economics » Why mergers and acquisitions fail » Reasons and strategies for unbundling » Issues on management buy-out and management buy in » Financial distress and overtrading indicators » Analyzing the cash flows to assess viable alterna-

tives in distressed / over indebtedness scenarios - Business turbulence - Debt problems

» Methodology of a financial reconstruction - Approach to assess if a reconstruction is viable - Preparing a reconstruction plan

Case Study: Comprehensive case study on the as-sessment process of a corporate restructuring of a multi-divisional company with a significant amount of debt and the plan preparation of possible alternatives for a viable resolution to all stakeholders including nu-merical calculations. Includes group discussion on how to propose and negotiate a win-win restructuring plan.

Ethical Frameworks / Link to Compliance » American Accounting Association model » Tucker Model

Case Study: Video clip from Enron and group discus-sion on ethical matters.

Changing Role of the Accountant » Aligning cost to value » Strategic emphasis » Adding value to the organization

Case Study: Group discussion on various publications from the Big 4 accountancy firms and leading global consultancy firms.

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Improving Profitability and Goal Setting / “Be-yond Budgeting”

» Identifying the gaps to improve profitability and performance

» Techniques and principles of beyond budgeting to enhance performance

» Benefits and drawbacks of traditional monitoring mechanisms and why they are not effective

» Effectively setting targets to improve performance and profitability

» ‘KPI’ – and how they improve business performance

International Financial Reporting Standards (IFRS) – Recent changes

» IFRS 15 – Revenue from contracts with customers - New five step model - Differences from prior standard and key impacts

on application » IFRS 16 – Leases

- Overview of new leases model - Accounting treatment and implications on the fi-

nancial statements

Case Study: Short case studies to reinforce understand-ing and impact on new IFRS on revenue and leases.

September 03-06, 2018 | Sharm El Sheikh, Egypt

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TERMS & CONDITIONS

1. Payment Terms for LEORON Professional Development Institute (hereafter LEORON PDI)a. 100% payment of the amount in maximum 15 days upon the receipt of the invoice. b. The payment shall be conducted either in cash, credit/debit card, cheque or bank transfer. c. The stated amount is exclusive of Withholding Tax and other duties, taxes and transfer related charges which if

applicable are payable by the client in addition to the stated amount.2. Cancelation and Postponement Policy

a. All cancelations and postponements shall be done in written form.b. In case of client cancelation:

i. No cancelation fee if the cancelation takes place not less than 14 days prior to the beginning of the course,ii. 50% cancelation fee if the cancelation takes place between 7 days and 14 days prior to the beginning of the course,iii. 100% cancelation fee if the cancelation takes place less than 7 days prior to the beginning of the course,

c. In case of client postponement, i. LEORON PDI issues a credit note which states that the paid amount can be used for participation in any of the

company’s courses which are scheduled in a period of 12 months from the date of the credit note.ii. A 25% postponement fee if the postponement takes place less than 10 days prior to the beginning of the course

d. In case of LEORON PDI cancelation:i. A 100% refund shall be applicable if LEORON PDI decides to cancel the event - the client has an option to receive

a credit note which can be used for any course for a period of 12 months.ii. In case of LEORON PDI postponement - the client may choose to participate on the same course at the later date or

to be issued a credit note which states that the paid amount can be used for participation of any of the company’s courses which are scheduled in a period of 12 months from the date of the credit note.

3. Selection of Trainer and LocationSelection of the trainer and training location shall be at the discretion of LEORON PDI. Every effort shall be made to maintain continuity, but, if necessary, LEORON PDI can change the trainer and training location any time prior to commencement of the course.

4. Intellectual PropertyThe copyright, intellectual property and design rights of the learning materials are property of LEORON PDI and its expert trainers. It cannot be copied, shared or reproduced without prior written consent of LEORON PDI.

5. Health and SafetyThe clients must conform to and comply with the Health and Safety Policy and Procedures as laid down by LEORON PDI or its partner organizations when the course is delivered in leased premises. Breaches of these policies and procedures may result with the client being suspended or excluded from the course and premises.

6. Complaints and Refunds Procedurea. LEORON PDI shall deem relevant the following types of complaints:

i. If the contents of a course or the training materials are incorrect or inappropriate.ii. If the duration of the course is significantly different to that invoiced.iii. If the conduct or actions by the LEORON PDI trainer are inappropriate or offensive.iv. If the training delivery is not on a satisfactory level

b. Enquiries and complaints shall be made in written form and have to contain sufficient detail to allow LEORON PDI to compile an official written response.

c. All official enquiries and complaints shall be submitted electronically to Val Jusufi, Managing Director of LEORON PDI, at val@leoron.com

d. LEORON PDI shall officially respond to the complaint no later than 7 days from the date of its reception.7. Force Majeure

LEORON PDI shall not be liable to the clients or be deemed to be in breach of any agreement it has concluded with them for any delay in performing or failure to perform any of the LEORON PDI’s obligations in respect of the services if the delay or failure was due to any cause such as war, warlike activities, fire, storm, explosion, national emergency, labor dispute, strike, lock-out, civil disturbance, actual or threatened violence by any terrorist group, newly enacted law or regulation or any other cause not within the control of LEORON PDI.

8. Governing LawThis contract shall be governed by and construed in accordance with the Laws and Regulations of the DMC-CA Authority in Dubai, UAE.

I have read and agreed to the following terms and conditions!

COURSE DETAILSEXECUTIVE CFO MASTER PROGRAM

Date: September 03-06, 2018 Location: Sharm El Sheikh, Egypt

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COURSE FEE: US$ 4390SAVINGS & DISCOUNTS

GET US$ 400 DISCOUNT if you register 2 months before the course

GET US$ 200 DISCOUNTif you register 1 months before the course

GROUP DISCOUNTS*

3-4 Delegates 20%

5 Delegates 25%

*please note that all group discounts are given on the original course fee** all prices are VAT-exclusive.

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