Speaker Bio

David Baines

David is a marketeer from his early career in fmcg (Cadbury and Bisto) who has had to develop financial literacy as part of the transition to general management.

His final full time role was as a divisional manager in Northern Foods running businesses with sales at £500m and profits at the 10% level. His Yorkshire involvement included Fox’s Biscuits in Batley and Dalepak in Leeming Bar.

He has also had roles as non-exec director of family owned food businesses in Hull and North Yorkshire.

Add to this 12 years as a Vistage Chair and what David hopefully brings to the workshop is a long list of practical thoughts on how to make the financial numbers work for the better management of your company.

My programmes
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Financial Literacy for CEOs

Financial literacy is knowing what numbers matter most, what levers are available to change the numbers and what to expect of the Finance Director in respect of functional competence. The objective of the workshop is to challenge everyone to get more from their financial team.

Read more

Financial Literacy for CEOs

David’s decade or so of being a Vistage Chair has shown him time and time again the failure of MDs to get the best out of their financial teams.

‘’Do your members’ Management Accounts throw sufficient light on to the dynamics of their businesses? Or are they based on the FD’s (or external accountants) training in presenting statutory accounts to keep as much as possible from public scrutiny?’’

David’s workshop is an opportunity for MDs firstly to review and reconstruct their financial information to make it significantly more user friendly and, secondly, to consider how to set more challenging KPIs for their financial teams.

The take-away pack includes a range of tools with everyday application for commercial decision takers.

The tone of the workshop reflects David’s experience as a marketer and general manager in the Corporate world (Cadbury/Ranks Hovis/Northern Foods) adapted to the challenges of Vistage members

Overview:

CEOs need financial literacy to be at their most effective.

Financial literacy is not being an accountant any more than being a car driver means having the motor mechanics understanding of the internal combustion engine. If the car driver understands what the engine can do for him/her and which levers to pull or pedals to press, then he/she can begin the journey; the financially literate CEO likewise needs financial information of the right quality at his/her finger tips to achieve optimum company performance.

Financial literacy is knowing what numbers really matter most, what levers are available to change the numbers and what to expect of the Finance Director or equivalent in respect of functional competence.

Outline:

The objective of the workshop is to challenge every member to get more from their financial team:

  • We shall explore by way of a ‘question time’ session how much members know about the numbers in their management accounts. Members need to bring their latest management accounts to the meeting and be prepared to share them with the group.
  • We shall then look at ‘Cash’, ‘Profitability’ and ‘Competence of the financial team’ in more depth.
  • The difference between ‘management accounting’ and ‘statutory accounting’ and the benefit of ‘contribution accounting’. You will practise drawing up your own contribution accounts.

Takeaways:

  • For all, the need to review their financial team’s purpose and performance with the same thoroughness that goes in to other functional reviews on an annual basis
  • For some, the need to rethink how the financial information they need is presented in a radically different way and perhaps by different people.
  • For all, a list of ‘do’s and don’ts’ that might be best practice arising from the discussion.

Added April 2017.

Financial Literacy for CEOs

Financial literacy is knowing what numbers matter most, what levers are available to change the numbers and what to expect of the Finance Director in respect of functional competence. The objective of the workshop is to challenge everyone to get more from their financial team.

Read more

Financial Literacy for CEOs

David’s decade or so of being a Vistage Chair has shown him time and time again the failure of MDs to get the best out of their financial teams.

‘’Do your members’ Management Accounts throw sufficient light on to the dynamics of their businesses? Or are they based on the FD’s (or external accountants) training in presenting statutory accounts to keep as much as possible from public scrutiny?’’

David’s workshop is an opportunity for MDs firstly to review and reconstruct their financial information to make it significantly more user friendly and, secondly, to consider how to set more challenging KPIs for their financial teams.

The take-away pack includes a range of tools with everyday application for commercial decision takers.

The tone of the workshop reflects David’s experience as a marketer and general manager in the Corporate world (Cadbury/Ranks Hovis/Northern Foods) adapted to the challenges of Vistage members

Overview:

CEOs need financial literacy to be at their most effective.

Financial literacy is not being an accountant any more than being a car driver means having the motor mechanics understanding of the internal combustion engine. If the car driver understands what the engine can do for him/her and which levers to pull or pedals to press, then he/she can begin the journey; the financially literate CEO likewise needs financial information of the right quality at his/her finger tips to achieve optimum company performance.

Financial literacy is knowing what numbers really matter most, what levers are available to change the numbers and what to expect of the Finance Director or equivalent in respect of functional competence.

Outline:

The objective of the workshop is to challenge every member to get more from their financial team:

  • We shall explore by way of a ‘question time’ session how much members know about the numbers in their management accounts. Members need to bring their latest management accounts to the meeting and be prepared to share them with the group.
  • We shall then look at ‘Cash’, ‘Profitability’ and ‘Competence of the financial team’ in more depth.
  • The difference between ‘management accounting’ and ‘statutory accounting’ and the benefit of ‘contribution accounting’. You will practise drawing up your own contribution accounts.

Takeaways:

  • For all, the need to review their financial team’s purpose and performance with the same thoroughness that goes in to other functional reviews on an annual basis
  • For some, the need to rethink how the financial information they need is presented in a radically different way and perhaps by different people.
  • For all, a list of ‘do’s and don’ts’ that might be best practice arising from the discussion.

Added April 2017.

This speaker currently has no keynotes. Please check back soon.

This speaker currently has no retreats. Please check back soon.

My areas of expertise

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