The Sarbanes-Oxley Act of 2002 (SOX) was enacted on the heels of a number of accounting scandals and acts of corporate malfeasance to provide a variety of regulations for publicly traded companies. In addition, these external factors have driven an increased interest by regulators in Enterprise Risk Management (ERM) to effectively identify, assess and manage risk. Because both of these are risk-based initiatives and part of good corporate governance, we often get questions on exactly how they differ.
For most newly public companies, the Securities and Exchange Commission (SEC) offers relief from certain Sarbanes-Oxley (SOX) requirements allowing time to prepare for the more vigorous aspects of SOX compliance for up to nearly two years. But what if you end up a public company as part of a reverse merger? Can you still get the same relief?
In today’s global environment, many companies have operations that require maintaining their books of record in multiple currencies. Surprisingly enough, determining the appropriate currency to use for each entity is not always as easy as simply using the entity’s local currency.
Being a successful CFO in today’s business environment requires a continuous routine of evaluation and action followed by re-evaluation, adjustments and more action. This continuous routine is one of the most important keys to being successful. I like to compare it to bathing – You need to do it on a regular basis or you’re going to stink. Let’s take a look at seven things successful CFOs do to help them come out smelling like roses.
For years, employee benefit plan audits were considered “busy work” for the summer by many audit firms. Over the last decade and a half, however, they have become recognized as complex audits. There are a great deal of rules to the Employee Retirement Income Security Act of 1974 (ERISA). Failure to comply with these regulations could result in fines, penalties or even loss of qualified status.
Networking is the lifeblood of your business and your career. No matter what level you are at, the value of a well-developed and maintained network is priceless. However, most of us don’t engage in enough regular networking. Instead, we wait until we need something and then frantically search for ways to connect with those who can help us. But the best time to invest in building your network is when things are going well. That way when you really need the power of your network, it will be ready and waiting.
Management, in every type of business, use Key Reports as a basis for making decisions and for financial reporting (not just operational). Key Reports are now being tested due to the need for reliance on the accuracy and completeness of the source data within the reports. Every day businesses rely on the information in these reports, which is why it is so important to validate the accuracy and completeness of the data. Read More “A 3-Step Process to Ensure Key Reports Are Accurate and Complete”
Despite routinely hiring the best and brightest MBAs from top business schools to evaluate (and value) investment and divestiture opportunities, many private equity (PE) firms continue to face questions on fair value measurements from their limited partners (LPs), accounting firms and regulators.
With the recent milestones of my one year anniversary with AC Lordi and my 10-year anniversary of the first time I set foot on the Yellow Footprints that signified the start of my service with the Marine Corps, I can’t help but reflect on some similarities between my two career paths. In particular, how using the military idea of “commander’s intent” can allow us to take ownership while still ensuring we fulfill our specified mission.
In Part 1 of this post, we tried to better define just what Management Review Controls are and looked at some examples. The next step is to develop a process to identify and document your organization’s management review controls (MRCs).