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From department to team. Finance that runs the business.
A practical guide for finance leaders. Define what finance owns, put a partner in every function’s weekly forum, and follow a 90-day sequence to become the team the company decides with.
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What you'll learn
How finance earns a seat in every decision
The guide runs seven chapters and a 90-day sequence. Here is what you walk away able to do, from defining what finance owns to joining every weekly forum.
01
Define what finance owns
Separate the system finance runs from the calls each leader owns. Claim five things: one financial truth, the model, the allocation process, the rules agents and people follow, and a named owner for every number that reaches the CEO, the board, or an investor.
02
Sit inside the business
Put a finance partner in the weekly forum for each function: pipeline review, campaign review, hiring approvals, project and capacity reviews, and the executive operating review. Bring the financial consequences before the decision is made, and scenarios when someone asks “what if?”
03
Work at the pace of the business
Connect signals to the plan the same day they happen. Walk into every review with options and their effect on cash, revenue, and the full-year plan. Follow each decision through, give budget owners financial context in their tools, and answer the CEO in the thread.
04
Make the shift in 90 days
Spend the first 30 days getting the numbers right and shared. In days 31 to 60, put agents on monitoring and first drafts. In days 61 to 90, move into the room and track how often a decision changes because finance was there.
INSIDE THE E-BOOK
Seven chapters, from the department you have to the team you want
Department or Team?
Six signs you have a department and five signs you have a team. How the rest of the company talks about finance tells you which one you run.
What “Runs the Business” Means
What finance runs and what each leader still decides. The plan, the numbers, the resource process, the rules, and the tradeoffs, plus the shift to FP&Action.
Where the Team Sits
The weekly forum for each function, from pipeline review to hiring approvals to the executive operating review, and what finance brings to each.
What the Team Owns
Five things that belong to finance: one financial truth, the model, the allocation process, the rules agents and people follow, and the answer.
How the Team Works
Five habits, from hearing signals as they happen to answering the CEO in the thread. Includes a worked example of $600K in Q3 invoices tied to slipping go-lives.
The Capacity Question
How a lean team sits in every pipeline review and still closes the books. What agents handle overnight and what people decide in the morning.
From Department to Team
A 90-day sequence, four signs it’s working, and four questions to take to your leadership team.
The faster the business moves, the closer finance has to be to the business.
Cube · The Finance Team That Runs the Business
Who's behind it
Written by a three-time CFO
Christina Ross has been CFO three times, at companies from high-growth startups to global enterprises. This e-book comes out of a conversation she has had dozens of times, with controllers who were excellent at their jobs and still not ready for hers.
It ends where Cube starts. When 60 to 80 percent of a finance team's capacity goes to reconciliation, the strategic work never gets a calendar slot. Cube's four FP&Agents work on a single governed data layer, so the hours the close used to take go to the judgment only you can supply.
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Get The Finance Team That Runs the Business
Seven chapters, two checklists of signs, and a 90-day sequence for moving finance from department to team. Plus four questions to take to your leadership team. Yours in one download.
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