3rd Quarter 2016Vol. 6, No.2

David Chambers, Vice President Finance and Chief Financial Officer,

Jaguar Land Rover, North America, LLC

Trust...a CFO!

WINNERS INSIDE pg 14

TopGear

David Chambers helped build Jaguar Land Rover, N.A. into a

smooth-running company that’s set to overtake the competition

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THE WINNERS OF THE 2016 CFO INNOVATION AWARDS SHARE THEIR THOUGHTS ON STAYING AHEAD OF THE CURVE

Innovators are men and women who make a difference in their chosen endeavors. Through their energy, leadership, identification of opportunities and risks, big thinking, unwavering dedication, and farsightedness, the 12 CFOs being honored this year are bettering 12 companies or tax-exempt organizations. Their bold actions have brought increased resources and/or respect to their employers.

We asked each of the winners what they would say about CFOs as innovators. Several spoke about creating or carrying forward the company’s strategy. Others mentioned getting the most from their team. What these CFOs do every day is not unique, but it is highly successful because they have clear goals, leadership agility, and a plan for dealing with risk.

Rainmakers

CFO Studio’s audit partner Withum+ reviewed all the 2016 CFO Innovation Awards nominations to determine if the CFO nominee met qualifications. An independent panel of judges reviewed all qualified nominations and selected finalists and winners. To learn more about the judges, turn to page 28.

WINNER

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CFO SUCCESS AWARD

STRATEGYThe CFO who has led strategic initiatives that have resulted in significant enhancement of value, operations, realignment, rationalization, and/or financial performance.

Michael DenticiCHIEF FINANCIAL OFFICER | T&M ASSOCIATES

“T&M is a full-service engineering firm, so innovating and creating strategy for us — and for any service-oriented company — is about evaluating where the industry is going and being at the leading edge of new services and the investments needed to become a top service-provider for whatever market area we’re trying to penetrate. It’s important for a CFO, or any financial executive, to be sure the success of a new strategy can be measured. You have to establish the right KPIs [key performance indicators] for the new strategy, and it often helps to separate the new strategy from the core business and measure it differently, at least at the outset. My mission over the last four or five years is to be sure that the company is positioned financially to take advantage of any opportunity that presents itself, especially opportunities that require capital from a bank or investment in enhanced benefit programs necessary to attract and retain top talent. The right medical, 401(k), and other executive compensation plans are key in our business, and we are constantly evaluating those to be sure that we have them appropriately structured and financed correctly.”

FINALIST FOR CFO SUCCESS AWARD | STRATEGYBarry Lederman | Chief Financial Officer, Halo Pharma