CFO services

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CFO Transition Lab™

Plan ahead

Deloitte’s CFO Transition Lab experience is designed to equip newly appointed CFOs with the skills and tools necessary to help make efficient and effective transitions for successful leadership.

A single day to map the first six months of your journey

Boards and CEOs are calling upon CFOs to expand their leadership role and serve as a strategic partner to the organization, and CFOs increasingly must oversee other critical matters, such as information technology and human resources.

We created the CFO Transition Lab specifically to help newly appointed CFOs, including those with prior CFO experience, make efficient and effective transitions to the expanding demands of the CFO.

Map the next six months of your journey
Our Labs are in-person or virtual experiences based on our extensive research on CFO transitions. The agenda of each Lab focuses on the three most important resources CFOs should manage during times of significant change: personal and organizational time management, talent in the finance organization, and critical stakeholder relationships.

The Lab builds on our Taking the reins: Managing CFO transitions research to help CFOs as they create a tangible 180-day work plan with four work streams:
1. Define and communicate priorities
2. Assess and develop a talent strategy
3. Understand and influence specific stakeholders
4. Frame tangible actions to execute priorities

What CFOs can explore in the lab

  • Transition experiences—critical moments and organizational context
  • Hopes, fears, and legacies— mapped to what is known about their CEOs’ agendas
  • Priorities—use Deloitte’s Four Faces of the CFO framework to identify priorities and classify the urgency and importance of each
  • Confidence—assess the preparedness of their finance organizations to execute top priorities and ways to increase confidence in outcomes
  • Talent—examine capabilities and bandwidth of direct reports, as well as the scope and efficacy of reporting relationships
  • Relationships—focus on the strengths of specific relationships and influence strategies important to a CFO’s ability to achieve priorities
  • 180-day plan—CFOs can create action plans with specific milestones involving their own CFO goals and objectives.

meeting and presentation
presentation meeting

Get in touch

Steve Gallucci

Steve Gallucci

US CFO Program Leader | Deloitte & Touche LLP

Steve is the national leader of the US CFO Program. The CFO Program harnesses the broad capabilities of the firm to deliver forward thinking insights for every stage of a CFO’s career. Steve helps CFO... More

Sanford A. Cockrell III

Sanford A. Cockrell III

DTTL

Sandy is the global leader of the CFO Program for Deloitte Touche Tohmatsu Limited (DTTL). The CFO Program enables DTTL to achieve its strategic vision “to be recognized as the pre-eminent advisor to ... More

Michael Aronesty

Michael Aronesty

Partner | Audit & Assurance

Michael is an Audit partner, Deloitte & Touche LLP, with more than 20 years of experience providing Audit and Advisory services to global and industry-leading organizations, as well as emerging growth... More

Ajit Kambil

Ajit Kambil

Deloitte LLP

Ajit is the Global Research director of Deloitte LLP's CFO Program. He oversees the diverse research initiatives of the program in areas such as leadership, capital markets and risk and created CFO In... More