“The ability to not worry about whether bankers’ feelings are hurt.”
~ Vanessa Wittman, CFO of Marsh & McLennan Cos., on what skills got her through a tight credit market.
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We’re Not Convinced That CFOs Mean What They Say When They Switch Audit Firms for No Apparent Reason
Today in boilerplate press releases, MedAssets dropped BDO as its auditor for the bigger and bluer KPMG and the CFO punted on giving a real reason as to why.
“We are very fortunate to have had the pleasure of working with BDO Seidman for many years, including during the period of time covering our initial public offering in 2007,” said Neil Hunn, Executive Vice President and Chief Financial Officer, MedAssets. “BDO has been a tremendous business partner for us and instrumental in our success. MedAssets has experienced tremendous growth, especially over the last few years, and we expect this trend to continue. As such, we feel that KPMG is best suited to serve our Company and stockholders in the future. We look forward to our new relationship with KPMG.”
So if we were translate this statement, basically it sounds like MedAssets wants a big firm because the business is growing like gangbusters and they simply can’t be held back by a second-tier firm like BDO.
Or maybe we’ve got it dead wrong. Maybe MedAssets is spooked about BDO’s chances in the Banco Espirito appeal. Maybe KPMG’s Atlanta office is desperate for work and lowballed the audit fee. Feel free to share your own speculation but we’re sure as hell not buying the statement that a firm (in this case, BDO) ‘has been a tremendous business partner’ and ‘instrumental in our success’ and just gets up and dropped because ‘tremendous growth’ is expected to continue. Is BDO really that incapable of continuing to serve the company?
Basically, we are asking for more honest language in SEC filings and press releases.
MedAssets Engages KPMG as Auditor [Press Release]
8-K [SEC.gov]
AFP Survey: Financial Staff Salary Growth Outpaced CFO’s in 2009
This story is republished from CFOZone, where you’ll find news, analysis and professional networking tools for finance executives.
Salaries of financial executives and their staff continued to outpace national averages in 2009, and raises were also larger than other white-collar professionals. But the pay of lower level finance professionals outpaced those of CFOs and other senior-level types.
Average annual salaries for financial professionals increased by 2.5 percent in 2009 and were 13 percent above the national average, according to the Association for Financial Professionals’ 2010 compensation survey.
But like other workers, CFOs, treasurers and their staff also enjoyed smaller salary growth than what they had been used to. The average salary increase for financial professionals in 2009 was a full percentage point below the average increase reported in 2008. Salaries went up 3.4 percent in 2008 and 4.5 percent in 2007.
But in previous surveys, executives and management-level financial professionals earned the largest salary increases, but that wasn’t the case in 2009. Instead, staff-level financial professionals experienced the highest salary growth, with a 2.7 percent increase on average compared with 2.5 percent for executives and management.
On a more granular level, budget analysts averaged the highest base salary increase within staff professionals, with a 3.4 percent increase. Treasurers saw the highest average increase of all senior executives, with a 3.2 percent boost, and assistant cash managers received the highest average salary increase within the middle management tier, with a 3.8 percent increase, also the highest increase of all positions.
With high losses at banks and the prospect of regulatory changes impacting Wall Street as well as great technological innovation in 2009, financial professionals in the Western half of the US earned the most, although those in the East had earned the most in prior years. Financial executives at technology companies earned the most in 2009.
The latest AFP compensation survey also found that the economy had almost no impact on bonuses of financial professionals. In 2009, 71 percent of organization awarded incentive-based compensation bonuses to financial professionals, down four percentage points from 2008. Incentive pay in 2009 was stable at about 14 percent of base salary.
Making CFO/Partner: A Guide
CFO.com has an article on “What to Do on the Way to CFO“. This encouraged us to come up with our own suggestions but we thought we’d expand our list to include you public accountants as well, so here’s a short list of our key suggestions on “What to Do on the Way to Making CFO/Partner”:
• Develop a personality disorder – Whether it’s OCD, schizophrenia, or histrionic personality disorder, few bean counters make it to the highest levels without a screw coming loose.
• Master the art of small talk – As a CFO or Partner you will likely have to engage with several “little people” in your organization that you are unacquainted with. Small talk is essential to avoid awkwardness in these interactions. Weather, weekend plans, sports are standard topics that will help you avoid the dreaded silence.
Maybe the most important thing is after the jump
&bull Get really passionate about accounting and finance Remember those Grant Thornton commercials that used to run on CNBC? That’s exactly the kind of passion that we’re talking about. If you find it difficult to talk to your spouse, friends, children, and especially co-workers about anything other than financing options for acquisition, key shortcuts in Excel, or how the general public doesn’t seem to appreciate the proposed changes to fair value accounting, then you probably don’t have what it takes to be a partner or CFO.
We realize that this is not an all-inclusive list and welcome your input on what other traits and skills are imperative to achieving the lofty and glamarous heights of a partner or CFO.