Professional Development and Event Catalog

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?

LinkedIn is considered by many to be one of the most impressive growth stories in the history of technology companies in Silicon Valley. In just 16 years it grew from nothing into a game changing company in a new industry and the performance of the company and the stock broke all kinds of records. The untold story of LinkeIn's success is that they grew a world class company and a world class team in the midst of a massive war for talent where their competitors for talent (Google, Facebook, Apple and more) could out pay and out perk and out benefit them. They grew a company when all the leaders had never built a company before. Despite the odds the leadership team succeeded and built a company and a culture that many still consider the gold standard. Steve Cadigan was at the epicenter of this growth as the first Chief HR Officer of LinkeIn and he delivers a front row seat to the wild and crazy and amazing ride that took LinkedIn from an unknown career destination into one of the top places to work in the world! Steve delivers a first hand account of lessons learned, mistakes made and what it was like to be facing a situation he had never faced before - hypergrowth. Wherever you are in your learning journey you will enjoy this class.

How you onboard a new employee is critical in ensuring they understand your company culture and are immersed properly in your organization. On the flipside, in the event you are dealing with an employee termination, this too is critical in handling with care and sensitivity.  

This course is one of the courses dedicated to our Controllership series. This series of courses is dedicated to exploring the traditional controller role and stepping out of the box to identify areas where the controller can continue to add strategic value to their organizations. Within this segment of our controllership series, we will discuss the area of inventory. This specific segment in the first part of a two-part series on inventory. We explore how the controller can move these responsibilities into more of a strategic role. This course takes a look at some of the typical concepts and duties involved in the inventory function that is sometimes viewed as operational roles. We explore how these areas are strongly tied to the importance of the controllership role and how the controller can add value in each area.    

Award winning discussion leader, former state accountancy board chair, and lifelong tax practitioner Mark Hugh will review ethics for tax professionals: the AICPA Code of Professional Conduct and interpretations; the Statements on Standards for Tax Services; tax preparer standards in the Internal Revenue Code; the rules for practice with and before the IRS, including IRS Circular 230; new developments; and discuss examples of best practices and case studies.

This course is one of the courses dedicated to our Controllership Series. This series of courses is dedicated to exploring the traditional controller role and stepping out of the box to identify areas where the controller can continue to add strategic value to their organizations. Within this segment of our controllership series, we continue our discussion on inventory from segment one. This specific segment focuses on areas of inventory valuation, the types of physical inventory methods, and inventory fraud. These areas are critical for the controller to have a strong comprehension of and also participate in the development of policies and procedures.      

The budgeting process can be a time consuming and frustrating process for accountants.  The constraints and pressures can lead to poor decisions in both the technical and human components.  This session will cover: Building Flexible Budgeting Models: Walking Through and Crunching The Numbers •    We can all learn from others and improve our budgeting process by listening to our colleagues’ wisdom and experience.  This session takes a unique review of the fundamental budget issues faced by all and walks through a detailed modeling process intended to generate discussion and best practices to improve your organization’s financial planning. 

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.      

Professional Athletes have multiple coaches - business people rarely utilize coaches. This course will focus on creating the coaching skills that are required to raise the performance of your employees. Coaching Model / Strategies Successful Communication Techniques Root Cause Analysis Performance Gap Analysis Personality impact on coaching model.

Almost 50% of businesses that started five years ago are no longer in operation today. Controllers and CFOs can and must influence the longevity of their organization to improve their success rate.  Jim will help you be aware and understand the answers to these issues: Can you describe the financial health of your company? Can you also explain what the financial health of your industry is? Do you know your Business Cycle compared to the industry business cycle? Do you have an executable plan? Do you know what the competitive, legal and technological landscape is currently, and for the future? Is your organization aligned and incentivize to be successful? Jim has developed his groundbreaking Business Longevity concept as a keynote and a workshop, and would be happy to speak to your organization on this topic. This session will focus on assessment (financial health, competitive environment), determination (effective business planning, including the future landscape), and execution (gettin’ it done!)

Are you running around with a fire extinguisher permanently strapped to your back? Do everyday crises run your life, both at work and at home? Do you find yourself consistently taking care of everyone else with no time left to take care of you? In this session, we dive into controlling your chaos and managing your energy. Make no mistake, this isn't your father's time management class. It’s an energy management class developed on behalf of and with tired, frustrated, and burned out HR professionals like yourselves! If you find yourself drained and drinking far too much coffee, this is the session for you!

In today's dynamic business environment, preserving a unified and engaged team culture is more challenging than ever. As the rhythm of work accelerates and organizational structures evolve, silent threats can begin to undermine our established team dynamics. These undercurrents, if left unaddressed, can erode morale, dampen productivity, and weaken the team's cohesion. This session offers a deep dive into strategies that can help identify, address, and neutralize these challenges, ensuring a positive, resilient, and inclusive workplace culture. Attendees will be equipped with a blend of insights and actionable strategies, enabling them to both recognize and respond to these potential pitfalls.

The annual budgeting process is often criticized as an accounting exercise that is obsolete soon after it is published, prone to gamesmanship, cumbersome, not volume sensitive, and disconnected from the organization's strategy and risk management processes. You can resolve these deficiencies using capacity-sensitive driver-based projections. Driver-based budgeting allows for quick scenario planning and far easier analysis of a growing organization whose future may look nothing like today. The driver-based budgets can be periodically refreshed to create rolling financial forecasts extending well beyond the fiscal year end. Learn how managerial accounting can become managerial economics.

Award winning discussion leader Mark Hugh discusses both nexus basics and new developments in the dynamic, ever changing world of state income and sales tax nexus. This valuable course answers your frequently asked questions, reviews key factors in examining potential nexus consequences, takes a tour through the rules in states comprising 50% of the US, and identifies free, online multistate resources. 

The budgeting process can be a time consuming and frustrating process for accountants.  The constraints and pressures can lead to poor decisions in both the technical and human components.  This session will cover: Understanding and Preventing Budget Calamities •    Most of us lead or participate in the budget process at least annually.  Inherent flaws exist in the standard budget building process that you can solved by recognizing them and committing to solutions.  

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.

Understanding the complexities of estate and gift taxation can be challenging for many financial professionals, especially those who lack direct experience in this area. In this comprehensive course, participants will gain a solid foundation in Federal estate and gift tax law, providing them with the necessary tools to confidently handle tax compliance issues related to Forms 706 and 709. By exploring the details of the Internal Revenue Code sections pertinent to estate and gift taxation, attendees will gain a thorough understanding of key concepts, including deductions, valuations, and tax credits. This practical knowledge will not only enhance their expertise but also empower them to provide effective tax planning strategies for their clients. Throughout the course, participants will investigate essential topics such as the valuation of assets, deductions for funeral and administrative expenses, charitable and marital deductions, and the calculation of tax credits. By mastering these critical areas, financial professionals will be better equipped to navigate the challenges of estate and gift taxation, ultimately enabling them to provide comprehensive and effective tax planning services for their clients. Whether you're looking to expand your expertise or deepen your understanding of tax compliance issues, this course offers invaluable insights and practical knowledge that can immediately be applied in your practice. **Please Note:  If you need credit reported to the IRS for this IRS approved program, please download the IRS CE request form on the Course Materials Tab and submit to kori.herrera@acpen.com.

Many organizations struggle to keep budgets current in an ever-changing business climate.  Twenty-first century performance metrics focus on determining what budgets should be rather than what they were in the past.  Using performance metrics effectively reduces work, reduces politics, provides flexibility and substantially improves the performance management process.  This session will show you powerful techniques to drive your organization’s performance.

In February 2016, FASB issued ASU 2016-02, Leases, which provides new guidelines that change the accounting for leasing arrangements. To be able to properly account for leases, financial professionals must understand ASU 2016-02 (also referred to as Topic 842). This guidance covers information on how leases should be accounted for. The previous leasing standard (ASC 840) had been in existence for almost 40 years. Under ASC Topic 842, lessors continue to classify leases as operating, direct financing, or sales-type. While lessees now classify leases as operating or financing leases. Previous guidance only required capital leases to be reflected on the BS. The new guidance requires all leases to be reflected on the BS. This is a major change for organizations and will cause their balance sheets to swell as leases must now be disclosed on the balance sheet. The standards original effective dates were prior to 2019. In April 2020, due to COVID-19, FASB voted to defer the effective date for ASC 842 for private companies and certain not-for-profit's for one year. For private companies and private not-for-profits, the leasing standard will be effective for fiscal years beginning after December 15, 2021, and interim periods within fiscal years beginning after December 15, 2022. For public companies the leasing standard is effective for fiscal years beginning after December 15, 2019, including interim periods within those fiscal years. The course covers elements of lease classification for both lessees and lessors. Also, numerous examples are incorporated as reference.  

One of the important roles of any member of the financial team. Including the controller, may be involvement in the preparation of the company’s financial statements. Even if that responsibility falls within the office of the CFO, the controller and other finance personnel must understand how their transitions recorded impact the financial statements. Financial statements (or financial reports) are formal records of the financial activities and position of a business, person, or other entity. Relevant financial information is presented in a structured manner and in a form which is easy to understand. They typically include four basic financial statements accompanied by a management discussion and analysis: A balance sheet or statement of financial position reports on a company's assets, liabilities and owners’ equity at a given point in time. An income statement may have varying names including profit and loss report (P&L report), statement of comprehensive income, or statement of revenue & expenses. These report on a company's income, expenses, and profits over a stated period. A profit and loss statement provides information on the operation of the enterprise. These include sales and the various expenses incurred during the stated period. A statement of changes in equity or “statement of equity” also called “statement of retained earnings” reports on the changes in equity of the company over a stated period. A cash flow statement reports on a company's cash flow, particularly its operating, investing and financing activities over a stated period. A balance sheet represents a single point in time, where the income statement, the statement of changes in equity, and the cash flow statement each represent activities over a stated period. For large corporations, these statements may be complex and may include an extensive set of footnotes to the financial statements, management discussion and analysis and supplementary information. The notes typically describe each item on the balance sheet, income statement and cash flow statement in further detail. Notes to financial statements are considered an integral part of the financial statements.