Count Me In®

Contact Liv: https://www.linkedin.com/in/livwatson/Contact David: https://www.linkedin.com/in/david-w-29627882/Visit Adviseers website: : www.adviseers.com  Visit David's website: https://davidwray.com FULL EPISODE TRANSCRIPT:Adam: (00:05) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. I'm your host, Adam Larson. And this is episode 166 of our series. Today we are fortunate to be joined again by Liv Watson and David Wray. Liv and David recently shared their perspective on a proposal for the digital transformation of sustainability information, in United Nations Climate Change conference sponsored site event. Attendees from around the world included policymakers, standard settlers regulators, to preparers, NGOs and funders. The goal was to leverage the worldwide momentum for climate change and sustainable economies. In this episode, they summarize their perspective and share with us their view on what the profession can do to accelerate this transformation. More specifically, they discuss how management accountants can support their organizations in managing the data life cycle of sustainability information from cradle to grave. Keep listening as we head over to the conversation now.  Mitch: (01:15) So I understand you both talked in Glasgow about the greening of data and to start off our conversation, I'd like to first to ask, what do you mean by this?  David: (01:24) It's a great question to start really setting their context for the conversation and the discussion we're going to have Mitchell, because you're right. We were in Glasgow talking last week about the data life cycle and Liv and I have coined the term greening of the data as a way to describe some of the problem, but let me be put it in context for you. So if we think back to the IFAC work, and we've talked about this in previous podcasts and some of us may be very familiar with their work, they basically look to assess the cost of prudential disclosure reporting. And it was just one example of the issue that we see around data management and the cost of that data, to the compliance and regulatory reporting that ends up happening.  David: (02:08) So we know that in the context of the IFAC report, that about 780 billion US dollars is spent every year by the financial services industry alone on this type of reporting. So what we are saying is, look, what if we could save half of that data, like half of that cost, of processing that data through digitization and structuring data at creation. So if we really started to think about it at the point of inception or origination, and we really carry that idea through to how it's processed, how it's disclosed or how the user consumes it, imagine the kinds of things that we could do in terms of environmental initiatives that we can invest in to better the planet with the money that we save. So really what we're talking about is it's about reducing the ecosystem costs for the sustainability reporting and basically reinvesting this spend into initiatives that will ultimately result in sustainable economies and business models and have better stakeholder citizenship, because that's really what it's all about.  David: (03:13) And all of this could be done without raising a single incremental tax dollar, because frankly, I think we all need to look at more creative ways to start achieving sustainability objectives without defaulting to what we've always done, which is raising taxes. And we can see the effect of these tax discussions in bipartisan decisions all around the world. It's not, you know, unique to one geography because as effectively a tug of war between fiscal responsibility and the social climate responsibility, and that's really what's tugging this discussion. So unless we can start to unlock this barrier, we might still actually be talking about this subject in 10 years time and time being a luxury that we don't have much of anymore. So greening of the data is all about reducing the cost of compliance and then reinvesting that for the better of the planet.  Mitch: (04:03) Well, you have certainly piqued my interest and I think a natural follow up question to what you just discussed is how, right? So I'd like to direct this second question to Liv. How do you make this digital vision a reality that really benefits everyone? And, you know, David just mentioned some of the stakeholders and the tug of war. How do we get everybody in alignment around the world, on this topic?  Liv: (04:28) Okay not an easy task, but Mitchell, thank you again for having us back on the IMA podcast and amazing platform to get new topics, new ideas from. I would also think IMA's and many of the listeners might not know this, but IMA was actually part of the founders of the digitization of financial and business reporting as a founding member. So, XPRL international. So our industry organization had been a thought leader in this topic for a long time. I have had lately the opportunity to lead an initiative appointed to the European commission or by the European commission to EFRAG. And for those of who don't know EFRAG, answering your question here very quickly, but the players are key to understand is that EFRAG has been kind of the similar to fast P in the United States and standard center for financial reporting.  Liv: (05:39) EFRAG is the European equivalent working with the International Accounting Standard to recommend international standards, to the European commission that they then adopt and embed into legislations. Right now, we have talking about greening of data, two drivers, right? Regulators wants to reduce the cost of compliance and standard setters has to start thinking digital from the outset. And so EFRAG, who used to be a standard take. And with now becoming after a consultation that I was appointed to a special task force, and we proposed 54 detailed proposals on how the European commission could accelerate sustainability disclosure and improve on their current reporting requirement, which was a legislation called the Non-Financial Directive Reporting Directive to now becoming a delegated act to improve. Because now they want to be thinking not just standard that are more descriptive, not only just more descriptive, but also we are in the statement.  Liv: (07:03) So for an annual report in the management discussion, we are now writing the standards, proposed standards for the European commission to mandate the data, to be disclosed in the management report. And why is this important is thinking digital from the first trying to get standards that are written by silos, and then trying to bring consistency so that you can digitize them, not just the reporting. So the taxonomy for the reported data, but also think about digitize the standards that today sit locked up in PDF files, et cetera, that they've actually become executable codes. So yes, number one, we need to start thinking digital from the outs and not digital after the standards and legislation, are put in place. So that is why we feel that now is a momentum b...

Contact David Wray: https://www.linkedin.com/in/david-w-29627882/Contact Lyna Kitamura: https://www.linkedin.com/in/lyndahawtonkitamura/FULL EPISODE TRANSCRIPT:Mitch: (00:05) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. This is your host Mitch Roshong. And today you'll be listening to episode 165 of our series. A Harvard Business Review study concluded that more than 357 billion dollars spent annually on learning and development did not achieve the desired return on investment. It turns out that only one in 10 used the learn skills and only one in four believe training actually improved their performance. So we must ask, is there a better way to learn the critical, personal and business skills we need? Fortunately, for today's episode, you will hear from Lynda Kitamura, a seasoned Chief Financial Officer with a background that covers multinational to startup. We will also hear from David Wray, the author of the Power of Potential, and the President of the International Group of the French CFO network, DF CG. They spoke with Adam about their view on what accounting professionals can do to accelerate the transition to effective continuous learning. A skill the World Economic Forum Report on the future of jobs concludes is critically important and will remain so through 2025. So now let's head over and listen to the conversation.  Adam: (01:25) So the Harvard Business Review findings that only 25% of learning attendees, find that what they learn improves their performance. What has been your experience with traditional learning approaches?  David: (01:37) Maybe I'll start that question then. Adam, it's a great question to really set the context for the discussion with Lynda and personally I've long believed that the traditional methods of learning are woefully inadequate, and that's because they use the same approach in terms of being an outside-in approach. Let me explain what I mean by that. So I've got this philosophy that says, you know, an outside-in approach is effectively when someone comes into a room and they start talking about their experience, the way they learn their techniques, their tools. And that's great for them. In fact, it's brilliant for them, but it's not necessarily good for me. It's not necessarily good for Lynda or even for you or anybody else. So what I talk about a lot more in what I've practiced my entire career is this idea of the inside out method of learning.  David: (02:28) And basically, let me give you an example of, what that inside-out method looks like. And I'll use public speaking as an example. So if you think of the traditional way of learning, you would end up going into a classroom, they would teach you about tone. They would teach you about pitch. Maybe they would teach you about what to wear, how to use media, how to walk around the stage and things like that. So all external things, but what they don't teach you for example is how do you harness your nerves as you're about ready to walk on stage and you're nervous. You've got butterflies. You're feeling that little bit of nausea. As you walk on thinking this, can I even do this? That's what they need to teach you. And when you look at experts in this, they've got a very specific technique for how they harness that nervousness and create a really positive energy for themselves.  David: (03:15) That's what I mean by inside out. So it's taking the things , you can't see the skills and attributes you can't see, and basically using that to develop expertise. And that's what I refer to as the visible versus the invisible elements of being skilled at something. And it helps to put this in context from the stages of learning. So if you think about learning from the standpoint of we've got this unconscious incompetence, meaning we don't know, we don't know something, right? And we all start there every single one of us at some point. And it's then recognizing that we have that gap in knowledge, and then how do we then move it from the first phase, which is not being aware to then the awareness we're still potentially incompetent in that context. And I use that term very loosely, but at least now we know we don't know something. Then we need to move it to having this conscious competence.  David: (04:08) Now we're starting to be aware that we've got a skill. We're applying it. We're starting to get fairly good at it. And ultimately when we move to mastery, it moves to a level of unconsciousness again. So then, you know, you look at experts and they can be incredibly talented. And when you speak to them and say, Hey, how do you do that? How do you harness your nerves before you walk on stage? And the typical answer you get at first is, I don't know, I just do it. And it's about how you get below that to say, Hey, how do you really do it? Tell me a little bit about what you go through so that you can start to understand the techniques that are basically hidden. So that's why I feel that the traditional outside-in approach of learning, doesn't work. So the Harvard Business Review finding's really don't surprise me from that perspective. What's your take Lynda?  Lynda: (04:53) Thanks, David. Certainly would concur , with everything that you are saying, just from my experience, I would say, to everyone that we wouldn't discount traditional learning. I think of it more as a foundation, but as David, as you said, you absolutely as an individual or with your teams need to build on it. So an analogy think of watching a cooking show versus going into the kitchen and cooking. Both important. But you do not know until you actually do something or as you say, David, you practice something or you try it. You don't uncover what you do know and what you don't know. You haven't taken the technical learning. Maybe it's your accounting designation. Maybe it's some other expertise and brought it to top of mind where it's more inside, it's more intuitive. So I would say, you know, build on, on those traditional, if you have them, because they do serve a purpose, but David, as you said, then how do you internalize it? How do you become self aware? This is what I do well, but these are my gaps and then start doing things and it can be a class or it can be practice, or if it can be a volunteer role or it can be an assignment on a board. There's ways, different ways of doing that practice.  Adam: (06:13) So you both raise some very interesting examples. And if you could choose one example to share with the listeners where you personally had the richest learning experience, what would that be and why that one? Lynda, can we start with you?  Lynda: (06:29) Let me think. an example. I think one of my best examples for myself was early in my career. So I was working with a multinational high tech company and I was very early mid twenties. And this company went through its first acquisition of a workstation company. And at that time there hadn't been processes or protocol. They said, Hey, Lynda, would you go over to this company's offices, other side of the city and just figure out how to integrate it. So I had my accounting and business degrees and I had that piece, but until I went over and learned, okay, where is your general ledger? Where are your systems? What do you do? And immerse yourself in it, you don't know what you do and don't know. About a company, about the business model, about the people, as David said, half of it is, the emotional intelligence and emotional quotient. And so I think for me, immersing myself...

Contact Gordon Van Wechel: https://www.linkedin.com/in/gordonvanwechel/Email Gordon Van Wechel: gordon@thealchemyconsultinggroup.comFREE DIGITAL DOWNLOAD! Gordon's best selling book "Core 5® Marketing": https://bit.ly/Core5BookOffer-IMAwww.thealchemyconsultinggroup.comwww.alchemytransitions.comFULL EPISODE TRANSCRIPT:Adam: (00:05) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. I'm your host, Adam Larson. And this is episode 164 of our series. Today's featured guest is Gordon Van Wechel. Gordon is president of the Alchemy Consulting Group. He is a business marketing strategist and he helps firms recognize the true business value, grow their business, and provide strategic support to professionals in business. In this episode, he talks with Mitch about the value of working with an agency and the benefits that come from proper advertising. Keep listening as we head over to the conversation now.  Mitch: (00:49) So Gordon, thank you again for joining us. And, you know, I just want to start off our conversation by asking, in your opinion, your experiences does a professional practice need to have an agency working for them?  Gordon: (01:02) Well, at the risk of sounding a little bit, self-serving Mitchell, because I do run an agency. I'll answer the question with a yes. But let me give you some reasons why I say that. There's such a multitude of marketing channels available today. If you think back just 15 years ago, you know, a practice had, you know, the yellow pages, they worked off of referrals. Google was in its infancy, YouTube hadn't been invented, social media, wasn't a factor, you know, they could do radio and TV, but there just wasn't that much to choose from. So it was relatively easy to get the word out. That's changed today. I mean, it would be easy for you and I in two or three minutes to come up with 50 different effective marketing channels that a professional practice can use and, and be effective. Now a lot of times when I speak with professional practice owners, they'll say, well, you know, my business is referral based, so I don't really need to do any advertising.  Gordon: (01:57) What they don't realize is that there are multiple surveys out there that say that between 85 and 90% of the people who are referred to a business will first go online and they're looking for two things. They're looking for the company's website, because that kind of proves that they're legitimate and, and they want to look at that about us page and see who they might be dealing with so they select that company. But the other thing they're looking at is the reviews. That social proof has become critically important in the mind of a prospect because they want to know that the vendor they're considering is doing an excellent job with their current client and is likely to do an excellent job with them. Well, putting all of that together, managing `that diversity of channels and keeping up with the testing, knowing where their prospects are going for information updating of campaigns, you can't legitimately run a practice plus do all of that. So for those reasons, I think that having an agency is important even for a smaller, professional practice. But the caveat to that is to find an agency that understands your business and that's willing to work with you where you're at with the budget that you have available at this time and grow with you.  Mitch: (03:13) So I think you've probably already addressed two of the answers or possible answers to my next question. But you mentioned, relying on referrals and then potentially budget concerns, my next question is what are some of the biggest mistakes that you see professional practices make for those that do pursue some form of marketing? You know, what are some of the obstacles or challenges that you find to be most familiar?  Gordon: (03:41) Sure. I think one is not having a really clearly stated value proposition in their advertising. You know, the value proposition is why should I choose you versus the multitude of other firms that are available to me in the local marketplace? Something that we enjoy doing with a new client or even a prospect is we'll have them open up their website and take a screenshot of the homepage, the portion that's above the fold, that a prospect can see when they open up the website, take a picture of that and print it out and then do the same thing with four or five or six of their competitors. And what they'll be surprised to see is how similar all of those websites are. You know, they all promise the same things. They all use the same platitudes and generalities. Many times the only difference between those pages is the phone number.  Gordon: (04:31) And if that's the case, then what your prospect is left with is the impression that everybody is the same. And if everybody's the same, all that prospect's going to be concerned about is who is going to give me the service for the cheapest price. And, that's a war that I don't want to get into. And I don't think many business owners do. Nobody wants to be in the race to the bottom. So not having that clearly stated value proposition and in today's marketplace, the absolutely most effective way to state that is in a little short, 60 to 75 second video of the business owner looking right into the camera and saying, here's who I am. Here's who my firm is. Here's what we do. And here's why you should consider using us. And just 1, 2, 3 bullet points, you know, whatever that value proposition is and state it as clearly and succinctly as possible and literally in 60 to 75 seconds. Any longer than that and people aren't going to listen.  Mitch: (05:29) So taking that a step further, what is the most overlooked marketing channel professional practices could be using more effectively based on what you just shared, it feels like potentially a lot of practices are very interested in the social media, maybe? Maybe their website is their go-to, you know, from your experience, what kind of gets overlooked and really should be focused on better?  Gordon: (05:51) Well, let's assume that a firm has a decent, basic website in place and it doesn't have to be a 10 or $12,000 major investment. It's got to be something that, as I just said, states their value proposition clearly and gives a person some insight into what the firm stands for and who some of the people are. Assuming that's in place and they have a Google business page that's in place and optimized that's the foundation. The next most overlooked step is retargeting. Now retargeting is a form of paid advertising. If you're not familiar with that term, you've certainly experienced retargeting. If you've ever shopped on eBay or Amazon or, really most any of the major retail...

Contact Stacey Ashley: https://www.linkedin.com/in/staceyashley/About Stacey Ashley: https://ashleycoaching.com.au/about-stacey/Leading Possibility: https://ashleycoaching.com.au/FULL EPISODE TRANSCRIPT:Mitch: (00:05) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. I'm your host Mitch Roshong and this is episode 163 of our series. Today's featured guest is Stacey Ashley. Stacey is a high performance leadership and coaching expert. With over 30 years experience, Stacey has helped thousands of individuals develop their leadership, competence, confidence, and credibility. In this episode, she speaks with Adam about creating your own positive mindset, developing resilience, and developing accountability in others to learn more about these leadership skills, among others, keep listening as we head over to their conversation now.  Adam: (00:51) Stacey, thanks so much for coming on today with us. I really appreciate you joining our Count Me In audience. One of the most important factors of great leadership is having a positive mindset and resilience. So can we talk about how one goes about creating that mindset and developing resilience?  Stacey: (01:09) Yeah, and isn't it important right now after the last couple of years? I think more than ever. So look, there are so many things that you can do, but for me it's kind of like keep it simple and I think that there's some really straight forward things that everyone can do for themselves. There's some people of course kind of come with a positive mindset, which is great, so just keep going. But for those who need a little bit of help, I think, it's kind of noticing the little things. So noticing, what you do well or something great that happened today. Really you can be quite deliberate. You know, I have a session with my team every week where we actually deliberately go "what were our wins this week?" And we can kind of accumulate them, and we keep track of them.  Stacey: (01:51) So if we're having a bad week, we can always look back and go, there was some really good stuff that we've been doing. And so let's focus on that and that kind of keeps us buoyant and positive. But I think the other one, that's really important is just to remind yourself of all of the incredible resources you have and the strengths and the great things you've done in the past. And I know a lot of the clients that I work with, I kind of get them to journal it, even if they're not big on journaling, but just to start to keep a little bit of a track again. Once a day or once a week of, you know, things that they have done well or that they have accomplished or, made progress with and sort of creating that evidence of you know what, I can do this, look at this track record that I've created of things that I've been able to do or overcome, or, you know, rise to achieve.  Stacey: (02:42) Because when we are having those kind of down days and we all have ups and downs, but you know, when you have those down days, you can just open your journal and go, actually, you know what? I can do this. Look, I've done this before and I've done that before, and I've learned all these things. So I think sometimes it's just making sure that we keep balance for ourselves because often as humans, we kind of focus on the things that don't go well, are a bit negative , and those sorts of things. So we want to offer ourselves some balancing out of that. So if you start to, kind of notice the things that do go well, what you are capable of and create that history for yourself, you're balancing your own conversation. I think that alone really allows you to then kind of rise and sort of bounce back.  Stacey: (03:26) I remember, my kids a couple of years ago, well, a few more actually, when they were little kids, they did a resilience program at school and it was called bounce because it was recognizing that we don't all stay up and positive all the time. We all have ups and downs, but it's the ability to bounce back up that actually creates that resilience opportunity. And so I think if you can do that for yourself, have that evidence of your ability to cope and have great strategies and make progress and that sort of thing. I think that takes you a long way to developing that positive mindset. Because you've got all those reminders right there for you.  Speaker 2: (04:03) Yeah. Having all those reminders is important because, you know, I was thinking, as you were saying that, you know, we do have lots of ups and downs. Nobody can be positive all the time. So are there other strategies besides, you know, not everybody's good at keeping a journal, are there other strategies that, to deal with those ups and downs as you're working through that?  Stacey: (04:22) Yeah, I think so. As I said, even just noticing things in a positive way. So just asking yourself questions in the positive, you know, what did I enjoy today? What was good about today? What was one good thing that happened today? So just in the moment you can grasp, you know, that positive element, I think, you know, other things that we can do, certainly what I've noticed in the last couple of years of course, is that goals have not been achieved. Like everyone has goals in different ways, whether they articulate them or not. And organizations certainly had lots of goals and for lots of reasons, we didn't actually make them right? Because the world changed and a lot of it was out of our control. And so for, many people, teams and organizations, they can feel like we sort of failed.  Stacey: (05:07) We didn't make it and that's not great for your mindset. And so I think a better focus just even every day is to focus on progress. You know, don't focus on, did we hit the goal, but did we make progress? Did we put some effort in, did we move forward a little bit further than we were yesterday or did we actually have to change direction because that's what the circumstances dictated. So again, I think it's just noticing day to day, how you can, you know, contribute and make a difference. And you know, that you have put effort in and all of those sorts of things and recognize yourself for it and your team and you know, all those sorts of things. But I think that's the in the moment stuff is so powerful to support yourself and your mindset.  Stacey: (05:54) And then I think the other thing Adam, that's really important is, one of the things about resilience I think is not going, Hey, everything's sparkling and amazingly wonderful right now, but, having the ability to go, okay, it might not be great right now, but I do believe that I can do some things that are going to improve it over time. And so I think having that conversation with yourself as well, like, okay, it's not ideal right now, but what can I do to actually help it along a little bit in the future? And, that feeling of doing something, of taking just a little bit of power back in the moment, again, super important for your resilience and positive mindset.  Adam: (06:36) Yeah, it's almost like you're taking back that power from the down moment. It doesn't have to make it a high moment, but you're kind of bringing yourself out of the hole and you're able to kind of push through in that way. Is that what you're saying?  Stacey: (06:47) Yeah, absolutely. And so it's not about that. I'll just, you know, be a victim of circumstances and go, ...

Contact James Petrossi: https://www.linkedin.com/in/jamespetrossi/PTNL Website https://www.ptnl.com/"Know Your True Self" Podcast: https://podcasts.apple.com/us/podcast/know-your-true-self/id1575535864Know Your True Self: The Formula to Raise Human Consciousness Book https://www.amazon.com/Know-Your-True-Self-Consciousness/dp/1734669144/ref=sr_1_2?crid=V853BCIL5IQB&keywords=know+your+true+self&qid=1636492862&sprefix=kbnow+your+true+self%2Caps%2C260&sr=8-2FULL EPISODE TRANSCRIPTAdam: (00:05) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. This is your host Adam Larson, and I'm pleased to bring you episode 162 of our series with featured guest, James Petrossi. James is the founder of PTNL and a researcher on human connection. He joined my co-host Mitch to talk about individual perspective, wellbeing and employees feeling fulfilled. Burnout has been at the forefront of everyone's mind following the demands of global work environment. So James has set out to help leaders develop organizational consciousness and recreate wellness for individual purpose. Keep listening to hear more about these strategies as we head over to the conversation now.  Mitch: (00:54) So James, there's been a lot of talk about the workforce across all industries in recent times. So, you know, from your perspective, I'd like to kick things off today with asking you, why are so many employees feeling unfulfilled and why are they choosing to resign at this time?  James: (01:11) Yeah, we're definitely facing a really challenging time and one extremely unique to evolutionary history and one to really embrace, accept and learn from. And I think there's three main reasons that employees are feeling that unfulfillment right now. The first is really the inability to cope with change. We've been going through so many changes over the past couple years and living in a state of uncertainty, especially as it relates to our job. One when the pandemic first hits, we're in a state of survival, anything to keep our job, then we're adapting to technology, Zoom calls being out of the office, changing landscapes, having kids at home, then all of a sudden there's a bright light and it looks like we're going back to the office and we're preparing ourselves for that. But our children aren't necessarily prepared to go back to school. So we've been navigating change in so many different aspects of our life and our brains rely on habits and it's through habit formations and repetitive actions that neuron chains develop in our brain. And we start to do things unconsciously. If you remember the time when you did commute to work, when you were either going there or going home, you sort of got lost in the commute. You weren't thinking about how to navigate to the office or the routine about stopping to get your coffee. Those all become unconscious behaviors. So as we continue to splinter those neuron chains and try to develop new ones, it really makes us feel lonely, disconnected, searching to find peace. So that's been a really big challenge is just navigating change. Making people feel unfulfilled and just comfortable in how they're navigating life holistically. I think another one is especially with the millennial generation and all generations, but specifically millennials and the emerging centennials in the workplace. We were coming out of the experience economy, really at the pinnacle of the experience economy and inside the experience economy or concerts, activations, all of these Instagram moments that we can share with friends and all of a sudden we became so used to just experiencing so many things on a moment to moment basis. And now we're with ourselves, we're with our thoughts, we have to contend with our emotions and our unconscious mind is not going to like this. And it's gonna tell us, you deserve to have all these things like you deserve to have life the way it was. I think it was Helen Keller said something to the effect of like character can't be developed in peace and quiet. It's through suffering that the soul gets strengthened, that we learn, we grow and we develop. So, you know, we can't get back time. We can only embrace the present moment and helping employees connect with the present moment. And the reality we face on a moment to moment, day to day basis helps us cope with change, and also feel like there's no getting back what we had. We can't quit our job and earn time back. We can only address what's currently happening. And then some of the onus of why employees are feeling unfulfilled at work is really on the employers themselves. Clearly identifying the purpose that you're creating in people's life. Just because we might not feel like we're contributing to a higher purpose on a day to day basis because not all work is infused with meaning, but it's the small actions. The things that we learn from the trying relationships that we have, the way we connect with our teams, the problems that we solve, all of these small moments in the workplace help us connect to a higher purpose. And if an organization can share their purpose through their vision, their values and making sure they're showing their employees how we help serve humanity, cuz every business that's out there is serving humanity. Whether they're providing pleasure, whether they're providing food, whether they're providing connection, we're all in the business of serving humanity and employees need to know that and make sure that an organization is living up to some type of core values. I think definitely where that connection gets lost between employers and employees is core values are sort of on the placard somewhere in the office, but how do we now activate those core values? And those values bring virtue into people's lives and help them feel like they're connected to a purpose bigger than themselves. So that purpose is really about creating a unified shared experience that truly builds a culture around an organization. And one employees can really, you know, glam onto and enjoy.  Mitch: (06:05) So you touched on many things that I can personally relate to over the last year and a half. You know, this is now we're recording this end of calendar year 21. And a lot of the things that you mentioned are certainly relatable having kids around when you're trying to work on teams calls and even the idea of commuting again, I think it's interesting because I know at least I had a bit of a longer commute. It was almost an opportunity at the end of the day to kind of stop your mind from working and transition to home on your way. And you know, nowadays it's a bit of a challenge cuz there isn't really that time to break. You know, it's just one thing to the next you're living in it at all times. I'm sure that's just one of the many. So I'm curious: you mentioned a lot of reasons for unfulfillment, but I think, you know, employees certainly still have an opportunity to feel fulfilled, you know, and organizations have an opportunity to really hone in on those core values. And I think a lot of businesses, you know, if they didn't adapt right away, they certainly have by now. So wh...

Contact Omar Choucair: https://www.linkedin.com/in/omar-choucair-cpa-80264815/FULL EPISODE TRANSCRIPTMitch: (00:05) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. This is your host Mitch Roshong, and I'm pleased to introduce you to Omar Choucair. Omar is the CFO at Tritech a world class financial operations and insights company committed to transforming financial processes to best in class levels of efficiency and effectiveness. Omar is a senior level financial executive with broad experience in corporate finance, accounting, corporate governance, and FP&A management skills. Here, in episode 161 of our series, he talks about why and how corporate M&A operations are falling short and where he sees the trends going in the future. Keep listening as we head over to the conversation now.  Adam: (00:57) Omar, thanks so much for joining us today, and we're gonna jump right into things in Bain's global M&A 2021 report, they state that M&A is expected to spur 45% of revenue growth over the next three years. Up from 30% over the last three years, one of the first lines of the report says as the world locked down and masked up M&A endured, do you agree with their sentiment?  Omar: (01:23) Yes. Wholeheartedly. And, thanks for taking the time it's, you know, the last 18 months have been quite overwhelming in terms of, the things that have happened to, you know, public companies and private companies. And, you know, to the extent that, somebody would said back in, the February, March timeframe of 2020, what was about to happen? I think a lot of people wouldn't have believed it, but yes, it's, it's been astounding.  Adam: (01:50) Definitely. I think everybody's just their minds have blown what's happening. but what's great is that business seems to be booming or not really booming, but increasing, which I think is one of the things that with everything locking down, we're still moving forward, which is great.  Omar: (02:07) Yeah. It's if you go back and think about just how many companies have grappled with, employees working remotely and the technology and the processes and the procedures that all these companies had to deal with early on in the pandemic. And to think that whether it was, you know, strategics, large strategic public companies, private equity, venture capital that this M&A engine continued, and not only continued, but accelerated all the way through the end of 20. And then, continuing through the first, you know, 10 months of 2021 is absolutely stunning.  Adam: (02:48) So even with this positive outlook that we've been talking about, many corporate M&A operations seem to be falling short still, can we focus a little bit on why and how this continues to occur?  Omar: (03:01) Sure. I would say a couple of things. So first of all the large strategics, you know, they had the capital. So I don't think there was an issue with respect to capital. I think they had cash on the balance sheet. They had plentiful access to, you know, to public debt, private debt, et cetera. I think what could have happened was that these large strategics had a process and a control procedure about how to do M&A, it was like very programmatic. And I think what could have happened was when everybody went and started working from home and the remote side, that a lot of that programmatic process, it wasn't hardened for people working from home. And that's my personal belief. And I think additionally, to the extent that those companies, those large strategics had, built in technology, whether it was on the FP&A side on the financial close side, just in terms of, you know, R&D, those companies that were really hardened and connected on the IT side, I think they did extremely well versus their counterparts that maybe had not invested in technology. And they saw this like, gap between what they thought they could do and what they actually could do. And just the, the astounding pace at what's, the M&A, you know, market continued. It really, it probably put a lot of pressure and squeeze on some of those companies.  Adam: (04:28) Do you think that there was a bit of a change management gap as well for those companies that were not kind of up to par?  Omar: (04:36) I think the, the change management is always difficult. And if you kind of, you know, zoom out a little bit in terms of change management and just the integration, I know the first hundred days are just, it's almost like it's the, it's all the due diligence, you know, up until the time that there's an M&A deal that gets signed. And there's a whole process around that. And I think we can talk about that in a little bit, but in terms of the first hundred days after, those first hundred days after are critical in terms of culture, in terms of what did companies buy, did they buy technology? Did they buy, did they make customer list? Like, what is it, what was the strategic asset that they bought? And I think that's really important.  Adam: (05:16) Do you think that first hundred days is even harder when you have a remote workforce?  Omar: (05:21) I think the first hundred days are significantly harder when you have a remote workforce. And the reason is because there's two cultures that have to get fused. It's the it's, you have to prep the buyer's culture, right. In terms of now we have this additional responsibility. And a lot of times, you know, the C level and the board, they're all super excited about, you know, doing the M&A, but then it's the mid-level management. Everybody else go, wait a minute, I've got all this additional work I have to do. Right. So, sometimes there's a gap between the board and senior management and what, you know, the people that actually are doing some of the work. So I think there's that. And then I think also to the extent that, you know, the systems and the process and technology are not really running at optimum level, when you bring on an additional, you know, set of revenue streams, and HR and people and technology, it can be a very stressful period. And then if all those people are working at home and they don't have that culture. Yeah. It's a lot of work. And I think, you know, for the CEO, CFO, et cetera, there's a lot of gut checks that have to be made all along, all along the way.  Adam: (06:36) All right. So we've been talking a little bit about the, how and the why and how it affects the people, but can we focus now just what's some steps that we can take to overcome these challenges and the things we've been discussing.  Omar: (06:49) Right. I would say it's really in two pieces. So the large public companies, you know, they have obviously the large public companies versus, you know, private, you know, PE-backed companies, if you will, it's a different ballgame, right? So those public companies, they have, you know, legal obligations to have programmatic controls and processes, et cetera in place. So, so any company that's a public company. And then we can talk about the SPAC and little bit, they they've had to jump into that public company real quickly, but to the extent that they have controls and procedures, it's a little bit easier for them to solve the gaps because they have a roadmap and they have certain monthly and quarterly controls that have to get done. And they're very well documented. They're very well tested. They have third parties that are testing them all the time. So the gap is a little bit easier for public companies because I think they know what to do. I think the real question then is for the management is how do they get folks th...

Contact Katie Thomas: https://www.linkedin.com/in/katiethomascpa/ Leaders Online: www.leaders-online.com4 C Process: www.leaders-online.com/4cprocessFULL EPISODE TRANSCRIPTAdam: (00:04)Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. This is your host Adam Larson, and I'm here to preview episode 160 of our series. Katie Thomas, owner of Leaders Online, rejoins Count Me In today to talk about finding, connecting, and developing relationships with key stakeholders. Katie does a lot of marketing and social media for executives and helps them increase their presence in the industry. In her conversation with Mitch, she talks about the power of technology and social media as it pertains to increasing influence and nurturing lasting relationships. Keep listening as we head over to the main part of the episode now.Mitch: (00:51)So Katie, the first time we spoke, you talked about how technology really changed the landscape of the accounting industry. We talked about analytics, growing your business, becoming more profitable, things along those lines. But I understand a lot has changed since we spoke and that was, you know, February of 2020. So what I wanna kind of get into and, and start off is if you can kind of explain, you know, what you've seen over the last year and a half, and what else has changed across the accounting industry?Katie: (01:20)Yeah, so man, since February of 2020, I feel like technology has had to be embraced more than ever. I mean, there were a lot of firms using technology, but then there were a lot not, and I think it was this thing where the firms who weren't fully embracing technology, they knew about it, but it was kind of scary be because what you've done before, and if it was working, it's like why fix what's not broken, but then the pandemic hit and there was something that was broken. You could no longer have face-to-face meetings. You could no longer operate as you did before. And so it really forced the accounting firms and their clients into digital relationships, even if they were traditionally local relationships, like come in, meet face-to-face, it was, Hey, we've gotta find different ways to communicate with our clients. A lot of people jumped on Zoom and then managing the staff and the firm members that also had to change. So if you didn't previously use project management tool or document sharing, all of that had to be quickly learned and leveraged and utilized. So I think that the outcome of all of this is really cool because firms had to become confident in using this and they realize that they don't necessarily need as big of an office or they don't need to meet in person as much. And they can still maintain those relationships, whether it's with clients or with staff. I know a lot of firms I work with. They're like, okay, we miss getting together in person and we're still gonna do that. But you know, maybe it's, you don't have to be in the office eight to five every single day. There's some flexibility.Mitch: (03:02)Yeah. I think that's a great point. And you know, our focus for today's conversation really is on these relationships, right? Whether it's clients or key stakeholders inside or outside of the business, we'll get into, you know, how we connect with them and such, but to kind of connect the dots where we were and where we are. Can you first talk a little bit about maybe some of the things that technology can influence when it comes to stakeholder relationships and where we're going with our conversation today?Katie: (03:29)Yeah. So people really connect in two ways. There's gonna be emotional connections. So like that's just gonna be like conversations and how you feel out someone. maybe you have similar views, goals, thoughts, and people really connect this way through talking and through stories. So there is some technology that can help with this, even like Zoom or Loom or apps that just connect us. But really I see technology on the other side of how we connect the logical way that we connect and with technology, you can really see into the data and create a story through this to then help you connect and talk about why you're doing certain things, the outcome of why of what's happening. The data really gives us the facts and the technology and able to us to access the data to then create stories around this data. So technology is a key piece in communicating, but I really see it supporting a lot of that logical side of how humans can connect.Mitch: (04:28)That's really well said. And we did briefly talk about analytics last time and you know, the data and everything you just mentioned. It's, it's a great point. So to take it a step further, you mentioned Zoom and some other, you know, apps, as far as technology goes, whether they're specific tools or more broadly social media, just in general, what kind of resources can our listeners use to better find, connect and develop relationships with key stakeholders? You know, what can they go out and access in order to improve these relationships for the long term?Katie: (05:01)Yeah, so I definitely think Zoom's a really popular one. Another one I mentioned was Loom. So that's like a screen recording tool, which is super helpful if you're trying to explain something and you're not, maybe you're gonna deliver this through an email. You can walk someone through like financials or maybe a process or a report. And you can actually show yourself talking about it as well as share your screen. I think this one's great client portals are great tools. So client portals can be used to share documents, securely, communicate through them. I think that's a great one. and then social media platforms are also awesome because you can create content for a wide variety of people. You can have conversations in the direct message. You know, there's a lot of platforms out there. Maybe it's even like your project management tool where you're communicating, but really it's just identifying maybe where there's a gap in communication. And since there is a tool for about everything, if you Google that, you'll probably find someone that's found a solution or created a solution that you can utilize.Mitch: (06:02)Yeah. Google is a, it's a great tool in itself and very, you know, very helpful on a daily basis. But as I said earlier, you know, there's obviously a lot more to our conversation than technology. There's a lot more to the profession than just technology. So I do wanna take this a step further and really make sure we cover, you know, our listener side of things, the management accounting side, a little bit more of the accounting finance profession. As far as connecting with individuals, I know something that you really focus on with the marketing side of your business is enabling individuals to increase their influence. So I'd like to hear your thought on, you know, whether it's tools or strategies, what can individuals do to increase their influence and really make a greater impact on the business.Katie: (06:47)So I think one of the number one things that individuals can do to create a greater influence on the organization and individuals as a whole it's to really align their why with the company's why and wh...

Contact Jamie Gregory: https://www.linkedin.com/in/jamie-gregory-7030455/FULL EPISODE TRANSCRIPTMitch: (00:05)Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. This is your host Mitch Roshong, and you are now listening to episode 159 of our series. Today's featured guest speaker is chief financial officer at Synovus, Jamie Gregory. In this episode, Jamie talks about strategic initiatives and leading through change during a tough economic environment. As an example, he is a part of Synovus Forward. Synovus Forward is a revenue generating and expense saving initiative that began in late 2019 with the goal of achieving top quartile performance and an annual 175 million pre-tax run rate benefit by 2022, as well as best in class experience for clients, employees, and shareholders. Keep listening to hear more about this initiative, the role of innovation and adapting to change.Adam: (01:05)Jamie, thanks so much for coming on the podcast today. We're so glad we could have you on, and we all know that the last 18 months have been really hard for many, many businesses. Some shut down other ones, you know, have struggled going forward and companies have to be strategic. And something I was reading about is Synovus Forward, an initiative that your company, has put forth recently. And can you tell us a little bit more about that?Jamie: (01:29)Yeah, absolutely. Adam first, thanks for having me today. I look forward to this discussion. Synovus Forward has been transformational for us. It all started back in 2019 when we looked at our long term plan our multiyear forecast and thought about how does that relate to our objectives to be a top quartile performer. And so we looked at that, we looked at where we expected the industry to be and our peers to be. And we realized we had a little bit of a gap there. And so we took a step back and looked internally and we realized that we had opportunities to be better. We had ways we could improve, we could, improve our delivery, to our customers through enhanced processes. We could look and then ensure that we have the right physical infrastructure. We realized that we had opportunities to improve, some of our third party, including, the partners we choose to help us deliver Synovus to our clients. But then, you know, as we progressed, the world changed on us. We started Synovus Forward in late 2019, and the first quarter of 2020, the whole world looked different. And so we had to reassess. And so it changed our outlook of what was required, to be top quartile. And we pivoted from there, but Synovus Forward started off as an initiative. It became a bigger initiative and now it's becoming just a cultural mindset of continuous improvement.Adam: (02:58)So I think that's a great example of, you know, seeing the economic environment, seeing the environment around you and adapting, you know, not just, taking, taking the initiative as you first saw it, but adapting as you went along, are there some major lessons that you can share since implementing.Jamie: (03:14)Well, you hit the nail on the head. The first thing is being willing to adapt. So you have to always be stepping back, looking at, you know, the impact in your vision and how does, what your outlook for the company, what that outlook is, how does that relate to your objectives? And so we're really clear on what our objectives are. And so as the outlook evolves, our tactics to achieve our objectives have to evolve. And so that was a piece of it. And that's what we were assessing in early 2020. But other lessons we learned is that there are win-win scenarios. If you're willing to really dig in and look for them, there are ways that everybody can be a winner. When you think about our key stakeholders, we have, you know, our shareholders, our team members, and our clients, and all of these can benefit through improvement. And so, you know, that was a big lesson that we've learned. And the last thing I would say is you do have to be persistent. Change can be tough, but you have to be there to support your team members and monitor the progress. And to see the initiatives through, to the finish lineAdam: (04:21)Change is definitely tough, especially when you're looking to kind of be agile and move and adapt with the environment and financial and accounting industries. They're highly regulated, whether it's it's banking or taxing, all that stuff, everything's highly regulated. How do you continue to be agile in those types of environments?Jamie: (04:42)Yeah. First and foremost, you have to have a strong control environment, just to ensure that as you evolve, you're evolving from a place of strength, you know, but agile is, you know, bringing that up is a great point. When you break larger initiatives into smaller components, it can actually help enhance your control environment because you're able to test as you go along rather than wait to the end of a large initiative, to look and ensure that you're maintaining, sufficient control environment. So to me, agile is an important framework, as you think about, you know, maintaining and potentially enhancing your control environment as you go through these initiatives.Adam: (05:26)So control environment, internal controls, how important having internal controls been, especially as most of the workforce went to, working from home. And then now back in the office or hybrid environments.Jamie: (05:39)It's absolutely critical. And you look at ways to enhance the internal controls, both through your processes, but also through automation. and we believe that, you know, one of the major benefits, of automation is enhancing the control environment, reducing operational risk and trying to take human error out of the equation.Adam: (06:02)That's very important. So taking human error out a lot of times involves things like innovation. We've talked about agile, but now let's talk about being innovative. Change is not far behind and how can leaders, how can leaders guide their teams effectively through an innovative process?Jamie: (06:19)Well, first the first priority is ensuring you began with the end in mind that you had a long term vision, no matter what. So that way, no matter what short term changes or what tactical changes happen during the course of an initiative or a project that everybody's aligned on long term vision, so that, you know, your tactics may change and your strategies may change and the project may evolve, but it's all driving you to the same endpoint and that's what's critical. So that the team and anybody involved internally, externally, they can see that the progress towards the end, it remains the same, even if, how you're getting there may have changed from when you began the project.Adam: (07:02)Yeah. So do you have any examples maybe, of a time where you've led a team through that innovative change that you can share with us?Jamie: (07:11)Sure, sure. You know, I want to kind of go back to the Synovus Forward as you look at how that evolved. And so I mentioned that when we started this, we had a hundred million objective. This was to get us to top quartile and then the world changed. And the world changed, you know, when you have, interest rates declining, growth slowing uncertainty on capital liquidity, our outlook evolved with that. Now one thing that's interesting about our income statement is, that we are heavier on interest income, as a percentage of total revenue, than some of our peers. And so when you have that declining rate environment, it can impact us, a little bit more than others. And so when you look at what it takes to achieve top quartile performance, it changed. And that's what, resul...

Contact Dawn Emling: https://www.linkedin.com/in/dawn-emling-a04b361a/Contact Tjeerd Krumpleman: https://www.linkedin.com/in/tjeerdkrumpelman/Contact Shari Littan: https://www.linkedin.com/in/shari-littan-58bb40114/IMA's Statement of Position on Sustainable Business Information and Management: https://www.imanet.org/insights-and-trendsFULL EPISODE TRANSCRIPTAdam: (00:04) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. This is your host, Adam Larson, and I'm here to introduce you to our panel of speakers who joined our podcast to talk about sustainable business and sustainable business information. Shari Littan, IMA's Director of Corporate Reporting Research and Thought Leadership moderated the discussion between Dawn Emling and Tjeerd Krumpelman. Dawn is the head of sustainability initiatives for Lincoln Financial Group. And Tjeerd is the global head of advisory reporting and engagement as well as group sustainability at ABN AMRO Bank N.V. Together, the three of them discuss the purpose and value of sustainable business activities, the impact of reporting and how to overcome potential challenges relating to technology and streamlining processes relating to sustainable business. Keep listening as we head over to the conversation now.  Shari: (01:05) So many of the professionals who now find themselves working in the area of sustainable business came from other backgrounds, other disciplines. The younger professionals, yes, they are finding a way to this area directly from their education. And they can go directly into sustainable business or corporate responsibility teams or whatever companies are calling it. But for the rest of us, we all came from somewhere else because the field is essentially emerging and new. So I'm gonna ask Dawn and than Tjeerd to let us know, where did you come from before you got involved in sustainability? What's your basic background?   Dawn: (01:51) Yeah. Thanks Sherry. I agree with you that most people now are coming from different disciplines. I actually started out in the U.S. government and state department doing human rights work, that also included, a number of, kind of nonprofit roles. And then I was an early practitioner with Credit Suisse, in Asia and then EMIA on sustainability, the first sustainability kind of head for each of those regions so setting that up and then fast forward, I worked at Thompson Reuters on sustainability of global sustainability. And then eventually now I am with Lincoln Financial heading up their, sustainability initiatives. So yeah, kind of a long and windy road here.   Tjeerd: (02:40) Yeah. And for, for me, it's been, it's been a little less windy, because I have always worked in banking. But I worked in the private bank first with clients and then in our investment bank and our retail bank, but always with clients and always on the more commercial side of the bank. And in my recollection, I think sustainability in some sort of, some form has always been part of our conversations with clients, but, but it was like eight years ago when I moved into the group sustainability or group strategy and sustainability team, for the first time that it became, let's say a regular job. And back in that day, or in that time, it wasn't considered a promotion, right. It wasn't considered to be very fancy to move from the commercial side of the bank in a managerial role to a, let's say a cost center like sustainability. So it has evolved a over the years, to becoming quite a popular destination, for people to work, nice place to work with lots of applicants whenever we have a role available. That's interesting to see, but yeah, I came from the commercial side of the bank.   Shari: (03:53) So that's quite a bit of difference: diversity in both of your backgrounds and how you both come and arrive in almost similar roles. So I think that says a lot about the type of work and the almost entrepreneurial mindset of many of the people that you've found or have found in the sustainable business arena. Now, one thing that we are hearing over and over again is that much of the work behind the company inside the company, let me say, internally is crossdisciplinary - that there are people coming from different parts of an organization to work together on sustainable business matters. However, when the finance and accounting function get involved and they bring their skillset, it creates set of capabilities and skills to the work that's going on. And it's incredibly valuable. So if I can hear from both of you, what your experiences are in engaging the-- we'll call them management accountants or accounting and finance function members.   Tjeerd: (05:10) Happy to start to kick this one off. I mean, we need everybody in the sustainability space, right? So we need, so I'm in banking and we need everybody across the bank in all different types to step up from their own skillset. So to embed sustainability into their day to day role. So, facility management takes responsibility for the sustainability of our buildings, right? So, and of the workplace, HR needs to think of travel policies, Risk needs to think of sustainability, embedding into risk policies. And where does controlling and accounting, come into place in measuring, in reporting in disclosing all sustainability. That's where we need the talent and the skill sets of financial professionals and accountants and management accountants. And I think they are relatively late to the party, but they are most welcome. And we need them there in the reporting space, in the disclosure space, in, getting the right quality of data, getting this into the dashboarding, into the steering of companies. That's where we need management accounting. But actually I think we need everybody so I can think of, I can think of a role for IT. I can think of a role for HR, for risk finance, strategy people. We need all of them. And in that sense, we definitely need management accountants as well.   Dawn: (06:37) I would a hundred percent underscore that this is an enterprise-wide effort. We group our kind of work into 16 or 17 business lines and the E, the S, and the G cross, many of them across all of them. I would also just add that we've seen, this is a very evolving landscape. So in the last six to 12 months, for example, we are now focusing on, or we're being, you know, asked to focus on, or we're being pressured to focus on kind of new areas that we didn't six to 12 months ago. And I'll bring out, you know, human capital development, human capital management. During COVID, it was kind of a brand new issue for us to look at under the ESG umbrella or rubric. There's been a lot of focus on strategy in the last 12 to 18 months with TCFD pushing on strategy and governance. So because it's such an evolving space, you really do need senior management across the business units, and that helps you with, in my opinion, it helps you getting acceptance, across the enterprise. If senior management in every line of business is pushing this, then you, you can get enterprise-wide acceptance. You can stay ahead of the evolution because you can say, "Hey, Human Resources, I'm coming to you about this human capital management issue that we're saying, oh, yeah, we've heard about this". And then you keep the momentum going. So I completely agree that all business lines are necessary and we don't...

Wes Saber, CFO for HARIBO of America, joins Count Me In to talk about the popular topic of business transformation. Wes has been an international leader in innovative management philosophy and business development for more than 22 years. His expertise in developing global enterprises has led him to his current role as Executive Vice President and Chief Financial Officer for HARIBO of America, producer of the #1 gummi in the U.S. He spearheaded the development of the $242M investment to build HARIBO’s first-ever U.S. factory, projected to create hundreds of career opportunities in the first phase build-out. In this episode, Wes talks about why business transformation is such a popular topic, his experience with transformations and the specific role(s) the finance team played, and how finance leaders can manage change and promote teamwork and adaptability. Download and listen now!About Wes Saber: https://www.haribo.com/en-us/about-us/meet-our-board/wes-saberAbout HARIBO:https://www.haribo.com/en-ushttps://www.linkedin.com/company/haribo-of-america-inc-https://www.instagram.com/haribousa/?hl=enFULL EPISODE TRANSCRIPTAdam: (00:05) Welcome back to Count Me In, IMA's podcast about all things affecting the accounting and finance world. Here with you again, as your host, Adam Larson, as I kick off episode 157 of our series, Count Me In has shared a number of conversations relating to business transformation, but today's featured guest speaker shares a unique perspective on the topic Wes Saber, CFO of HARIBO of America joined us to talk about how the finance function and finance leaders serve as best copilots for any business transformation journey. Wes is a great leader who constantly encourages his staff as he promotes change and transformation. So keep listening to hear more as we head over the conversation now.  Mitch: (00:54) We have heard a lot about business transformation, particularly in finance and accounting. So to kick off our conversation today from your perspective and through your experiences, really my first question is why? Why is this such an important topic for our listeners?  Wes: (01:09) Thank you very much for having me today. Business transformation is the constant, in the current business world. Business transformation is important to keep the business relevant, the strategy of the business agile and us as professional, very relevant in terms of competency and business acumen as we go. Business transformation is a journey that has different milestone as we grow as a business and as professional, it's very important to be able to adapt change. What makes finance and accounting professionals and overall business professionals successful in their career is the world resilience and business resilience. And us being as professionals, resilience is being demonstrated during business transformation in a form of a project in a form of system change, even culture evolution as well. So there is so many transformation that happens around us. Sometimes we're directly in the middle of it as professional as finance and accounting professional. And sometimes we are in the co-pilot seats and sometimes we're impacted with it. So it's very important to understand where we sit as professional in terms of the business transformation.  Mitch: (02:28) Well, thank you for that. Very good perspective to kick things off. And I want to go in a little bit more about your personal experiences and, you know, your company HARIBO is a 100 year old private company. Now there's been a lot of innovation and modernization since inception. So as an established company, how have you been able to manage such a digital transition over this time?  Wes: (02:51) So, I'm proud to be working me and my colleagues in a company that's privately owned and celebrate a hundred years, December, 2020. And, as we are proud of the values we live and the company, we are, very proud of the projects and the success that we achieve every year. In HARIBO of America, we started a growth journey, starting 2015 and we're embarking in building our brand and our business capability and manufacturing facility and our organization and culture. We are predominantly a European company, that adds most and the majority of the business in Europe, but the North America business is, taking off, starting 2015. So it's kind of like a startup in our hundred years old company and looking into the future, especially after what happens in 2020 with the pandemic. It's important to look at that as a challenge. However, it's more critical to look at that as an opportunity and prepare ourselves, for the future to be able to compete. digitization of business, there can be an aspect of, simply handling data to all the way to producing a product. We are, embarking on, opening our, new first North America manufacturing facility next year in 2022. And, we are talking these days about industry 4.0. Remote guided vehicles, robotics, big data, troubleshootings and to be able to actually utilize our scale and be efficient and get the best quality of our products to consumer. And as a professional and different functions, including manufacturing, engineering, sales, and finance and accounting, everybody plays role in getting that achieved. Sometimes in the most famous example of, digitization in, the finance and accounting world is the ERP implementation or the system that integrate the entire business, from end, to end. And that would include typically the costing that we have, the inventory that we look at, the analysis, the management accounting, the financial accounting, the reporting, the consolidation, of course, we all know about this, but what's changing in the digitization is how do we use PI? What tools we have in the world? What's relevant to our industry and what's relevant to our function? And how is that gonna help the company and educate from now to be competitive and continue to achieve on strategy? So digitization is no longer just, an element of the future, but actually absolutely is, how business is being done today. And it develops, and it develops in a high speed.  Mitch: (05:51) Now you just mentioned, the function specifically, right? How it's impacting the industry, and then it funnels into the individual function. So accounting and finance, how did the finance function specifically play a role in some of the transformation projects that you've been a part of so far? And what would you say are some of the top enablers when it comes to the finance function, going through business transformation, digital transformation, and along those lines?  Wes: (06:18) Absolutely. So everything starts from the strategy of the business and where the business is heading, and everybody plays a role in that, especially finance and accounting and finance and accounting always have two hats in the business, a custodian hat and a co-pilot hat, looking at the business, from a custodianship standpoint, looking at the digitization or the systems or the strategy being a custodian means finance and accounting plays such a critical role in keeping the business in, strong governance environment, understanding risk management. What will we face, during our, growth revenue invoicing, risk management to the plan we set to ourself allocating resources on budget to certain initiatives...