Professional Development and Event Catalog

Critics have claimed that traditional managerial accounting is at best useless and at worst dysfunctional and misleading. Most line managers do not trust their management accounting data. 21st Century management accounting develops cost/unit metrics that are useful for budgeting, cost analysis and control. Activity-based costing (ABC) brings truly accurate fact-based costing visibility. ABC does not broadly allocate overhead, but traces costs by identifying cause-and-effect relationships. Such information can provide the ability to reveal true profit margins for products, service-lines, specific sales channels and customers. The same information also helps reduce costs and improve productivity by reporting unit costs that you can use to monitor cost trends and benchmark against your competition. Removing the barriers caused by your current management accounting techniques can provide huge rewards.

Volatility and complexity are the new normal. Most organizations are drowning in data, but starving for information. The finance and accounting function has the opportunity to leverage Big Data and the continuum of analytics – descriptive, diagnostic, predictive, and prescriptive. All are useful for better decision making. Collecting, validating, and reporting data is not the same thing as analyzing information where we can glean valuable, actionable insights. In some ways the finance function is many years behind other disciplines such as marketing, sales, and supply chain managers, in applying analytics. How can the CFO’s function catch up?

When asked the question, “What would you like to improve about your leadership and communication style?” more than 65% of leaders say they want to be more confident and assertive in their communication. Confidence and clarity communicates leadership. If you are responsible for growing a profitable company or a productive team, you want team members who have the ability to reach goals, make sales, finish projects, and serve customers. Being a confident compelling leader helps to inspire better relationships, promotes trust and reduces stress in the workplace.

By now, we should all understand the ethical obligations we have as CPAs.  So, theoretically, if we just all agree to remain ethical, we should not have CPA ethical violations.  But, of course, our professional ethics committees still have plenty of cases to investigate.  This session will examine several ethical frameworks, including the AICPA’s Code of Professional Conduct’s and the GAO Yellow Book’s Threats and Safeguards approach to remaining ethical and resolving ethical dilemmas.  The session will present several ethical case studies that illustrate the complexities of and challenges to staying ethical. By exercising our “ethical muscles”, we should be better positioned to effectively deal with the ethical dilemmas that we will inevitably encounter.

Many practitioners dealing with government and not-for-profit issues are asked to serve as expert witnesses in courts of law or other adjudicatory venues.  This session will discuss key issues you need to know when you are asked to serve in this capacity, including: Applicable standards and other engagement acceptance considerations. Preparation requirements and techniques. Dos and don'ts of testifying. Avoiding commons traps and tricks designed to undermine your effectiveness. The session will conclude with a “mock cross-examination” with participants serving as the jury to identify what our witness does right and what he does wrong.

Breaking the Wall of blind acceptance; avoiding habitual complacency and Yoking the dots between cause and effect.

Valuation techniques and cash management activities are two other tool categories that can round out your analytical toolbox. In this course we will initially discuss how to turn your financial plan into a powerful valuation engine.  We then will discuss the formation of an efficient cash management program based on solid banker relationships.  Finally, we will review Ten Steps for keeping your financial toolbox full.

This is a continuing part of our series on forensic accounting. Within this segment we discuss the concepts that are part of computer forensics known as cryptology. The term cryptography is from Ancient Greek and means “hidden secret”. It is the practice and study of techniques for secure communications in the presence of adversarial behavior. Cryptography is about constructing and analyzing protocols that prevent third parties or the public from reading private messages. Cryptography starts with secrets. Various aspects in information security such as data confidentiality, data integrity, authentication and non-repudiation (where a statement’s author cannot successfully dispute its authorship) are central to modern cryptography.

Managing expenses is a key for business success, and overhead costs play a pivotal role in realizing favorable profit margins. Almost all companies have some form of overhead consisting of specific categories of indirect expenses. The better organizations are able to manage overhead costs, the more competitive they are in the marketplace. It is incumbent in the Controller’s role to effectively manage, monitor and perform ongoing assessment of overhead costs, allocations and rates. Overhead refers to the ongoing business expenses not directly attributed to creating a product or service. A company must pay overhead on an ongoing basis, regardless of how much or how little the company sells. It is important for budgeting purposes but also for determining how much a company must charge for its products or services to make a profit. Overhead can be fixed, variable, or a hybrid of both. There are different categories of overhead, such as administrative overhead, which includes costs related to managing a business. In short, overhead is any expense incurred to support the business while not being directly related to a specific product or service.      

Many organizations unconsciously fail to exhibit diversity, inclusion and belonging.  This session provides an opportunity for leaders to  understand diversity language and definitions, build awareness of biases and stereotypes, recognize how our own actions protect our awareness gaps, and find a level of understanding concerning where we are and where we want to be in the future. 

Appreciation affects your bottom line and your workplace culture. Don’t think so? Think again! Your customers, clients, and co-workers want and need to know they are appreciated. How do you show them appreciation? You show them in their preferred appreciation style.  You have a bias for how you like to receive appreciation, and so do the people with whom you work. In this program, we will build on the research of Gary Chapman and Paul White on appreciation languages – words, time, service, and gifts.  Appreciation is a skill and practice that promises to influence your work life positively. You will experience strategies you can employ in your day-to-day lives to improve your team culture and manage work relationships.

This  session provides HR Professionals with scripts for and tactics for coaching leaders in handling an array of employee relations situations with sensitivity, good judgment, and high confidence.  Topics include employee complaints, personality & attitude problems,  performance counseling, personal hygiene problems, disability-related performance issues, misconduct due to mental conditions. You will learn how to use a unique process, “Reset the Clock,” that prevents attorneys from taking something leaders did wrong or did not do in the past and using it to support legal challenges in the future.  Liability is replaced with credibility. Lawsuits are then avoided rather than won.  Financial assets are protected, morale stays high, and bad publicity is averted. HR Professionals avoid hearing from senior leaders:  “You should have anticipated this” after an avoidable legal claim.

This course will review the Federal Trade Commission's proposed rule banning non-competes. It will also briefly go over the rule making process and timeline for the proposed rule to go into effect. In the second half, the presentation will review the patchwork quilt of state laws that have curtailed enforcement of non-competes, as well as best practices for businesses to consider when implementing non-competes in the workforce. 

Our session will include a discussion regarding indirect rate strategies for cost recovery.  We will cover negotiating indirect rates with pass-through entities and alternative indirect cost recovery methods. A look at applying the PPP Loan Forgiveness credit.  Understanding the definition of sub-awards and the MTDC allocation base, and where best  to allocate bonus expense.  Included in this session will be a selected review of the Uniform Guidance FAQs regarding indirect rates for States and Municipalities, as well as recently issued FAQs that impact indirect rates and cost recovery.  

When the leadership in any organizations carries out their responsibilities of establishing, maintaining and monitoring internal controls, it significantly reduces the possibility of fraud occurring.  When and if it does occur, a good system of internal controls will often detect it early on.  This presentation is an illustration of what can happen when top management fails to carry out their responsibility of protecting an entity’s assets through a good system of internal controls.

Volatility and complexity are the new normal. Most organizations are drowning in data, but starving for information. The finance and accounting function has the opportunity to leverage Big Data and the continuum of analytics – descriptive, diagnostic, predictive, and prescriptive. All are useful for better decision making. Collecting, validating, and reporting data is not the same thing as analyzing information where we can glean valuable, actionable insights. In some ways the finance function is many years behind other disciplines such as marketing, sales, and supply chain managers, in applying analytics. How can the CFO’s function catch up?

At some point in his or her career, every financial manager will face a choice of doing the right thing or taking the easy way out. Skillfully handling a conflict, ethical or otherwise, can make a big difference your career's trajectory. Professional standards provide procedures for resolving ethical conflicts. Yet, following these procedures alone will often cause a financial professional to lose their job.  This webcast will show you how to both do the right thing and keep your job.    

Auditors are required by Generally Accepted Auditing Standards to perform audit procedures to determine if the financial statements are materially misstated due to error OR FRAUD.  Unfortunately, in the past the profession has focused on misstatements due to errors and largely ignored to possibility of misstatements due to fraud.  While SAS No. 122, AU 240, Consideration of Fraud in a Financial Statement Audit sets forth the procedures that auditors are required to perform in each audit to determine if the financial statements are materially misstated due to fraud, this program presents a practical approach to making such a determination.  It’s not a substitute for the requirements in SAS 122, AU 240, but rather an informal supplement to the standard with some common-sense procedures which are designed from my over 30 plus years of directing fraud investigations.  After attending this session, you will more than likely never look at a financial statement audit the same way.

You spent your life building retirement savings.  Now you want to make sure your savings last the rest of your life and perhaps pass some on to the next generation.  Come hear a veteran financial educator talk about money management and planning issues for this phase of your life.  

The COVID pandemic changed the way many people worked, yet others have had remote teams for decades and little changed.  Many organizations trying to bring people back to the office have experienced significant turnover.  Some practices have changed forever while some principles will always remain the same.  Keeping your people happy equals keeping your best people.  Learn the changes you should make now and the things you should do forever!