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Halliburton’s CFO discusses the importance of speed when completing a merger (Deloitte)
In November 2014, Halliburton announced the $US35 billion acquisition of Baker Hughes. The acquisition was the largest oil field services M&A in history.
Halliburton CFO Mark McCollum is leading the effort to combine the two global companies and their 120,000 employees in 80 countries.
In an interview with Deloitte, McCollum discusses leadership, project management, and the cultural challenges associated with the integration of the two organisations.
“In researching other integrations, I found that most of the ones that fail do so for one of two reasons: lack of speed or lack of focus on culture — and sometimes both,” McCollum says.
There must be a “sense of urgency to get the integration done in a timely manner,” he adds.
Recurring revenue models are becoming one of the fastest growth opportunities on Wall Street.
As more companies such as Amazon, Salesforce, and Netflix build upon the model’s success, CFOs are forced to confront how they can best measure the current and future success of their recurring revenue models.
CFO.com examines the recent acceptance of the subscription model among American consumers, specifically how 226 million people now subscribe to some type of recurring payment program with an average spend of $US850 in monthly subscription fees.
The publication argues that CFOs should examine the following five metrics: customer lifetime value (CLV), average revenue per user (ARPU), churn and retention rates, customer lifetime value to customer acquisition cost ratio (CLV-to-CAC Ratio), and annual recurring billings (ARB).
4 strategies executives can use to get the most out of the HR department (Business Insider)
Business Insider recently spoke with WorkStride CFO Chris Gobalakrishna about the growing impact human resource departments are having on business success.
WorkStride is an incentive and rewards company that delivers employee tracking software for enterprise customers.
Gobalakrishna says CFOs can help by involving HR in corporate planning processes, helping HR hone its key metrics capabilities, holding HR to a high level of success accountability, and making sure career development is a key component for success
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