Balancing running the business vs. time spent in M&A

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    Peter J. Gondek

    I have read about the problem of CFOs getting caught up in the excitement of M&A and then losing focus on running the business. I understand that the CFO should never lose complete focus on the day-to-day; however, their greatest value to the company is strategic finance (including M&A) and maximizing shareholder value. This highlights the importance of having a trusted #2 (VP of Finance, Director of Finance, or Controller) who handles the day-to-day.

    Has anyone experienced this? Or have any thoughts on this?


    Vijay Tailor

    Yes i am currently involved in two hospital merger and acquisition (IT integration workstream leader). I see retained CFO has nominated one individual under her reporting structure to manage M&A finance workstream and she is directly managing current company’s finance. This model is working well.

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