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Job title for "Special Representative Finance & Controlling"?

Structuring a very complex system of different international companies & organizations we´ve set a holding on top for controlling all the related entities.

In the holding we´ve the Supervisory Board with Chairman, Vice-Chairman & and one Advisor - all of them are chosen by the Shareholders for monitoring the Managing Board, where an an Generalmanager/CEO and its Deputy are responsible for the strategical decisions and a COO for the control (coordination) of the operations of the Staff-Divisions (G1 - G8).

The head of the Staff-Division G8 (Finance) is responsible for accounting. He is on the same position level as the heads of the other Staff-Divisions (G1/HR, G2/Intelligence, G3/Operations, G4/Logistics, G5/Information, G6/Communication & IT, G7/Training) and has not really the position of an typical CFO.

For getting quick & direct access to financial informations, but for more intense monitoring and direct instructions to G8 as well, I think about to add a new position into our Managing Board for.

This "Special Representative for Finance & Controlling" isn´t working in the daily processes of accounting, but has access to all information levels.
Maybe sometimes this persons gets ordered to monitor financial transactions, or to examine areas in the administration of the different Staff-Divisions too.

In the rank (hierarchy) I would like to see it equal to the COO.

My questions is which proper job title could be show the status of this position?

Thank you very much & please excuse my bad English - my German is much better! ;-)

Answers

Topic Expert
Wayne Spivak
Title: President & CFO
Company: SBAConsulting.com
LinkedIn Profile
(President & CFO, SBAConsulting.com) |

Why not "Corporate CFO". Or CCFO to designate this top level CFO.

An alternative is to make other CFO's, etc Deputy's and CFO of unit.

Alexander Wagner
Title: Generalmanager
Company: TSR-Group GmbH
(Generalmanager, TSR-Group GmbH) |

Thanks for your input - I thought about CCFO too, but for me the position is connected with the classical POV for CFO and that doesn´t really fit in our structure, where the Head of Finance (G8) is on same level as all the other Heads of Staff-Divisions. And he is more a CAO...

And from the typical CFO I´m expecting more permanent operative action in his field, than I want to have it from the person in the new position.

In our situation my Deputy as Generalmanager is lawyer with economic focus and has the skills for project management, relationship building, mentorship, strategic vision, leadership, but he is no accountant.

I´m not sure that I did define my thoughts clearly.

Topic Expert
Wayne Spivak
Title: President & CFO
Company: SBAConsulting.com
LinkedIn Profile
(President & CFO, SBAConsulting.com) |

How about CAO - Chief Administrative Officer (not to be confused with Chief Accounting Officer) or CAAO - Chief Accounting & Administrative Officer?

Alexander Wagner
Title: Generalmanager
Company: TSR-Group GmbH
(Generalmanager, TSR-Group GmbH) |

Thanks again for your efforts, in finding the right job title, Wayne! :-)

CAAO is a interesting variant and without the classical CFO, this position would show the top rank in the hierarchy too.

I´ll focus to CAAO! *thumbsup*

Topic Expert
Wayne Spivak
Title: President & CFO
Company: SBAConsulting.com
LinkedIn Profile
(President & CFO, SBAConsulting.com) |

Thank you Alexander, glad I could help...

EMERSON GALFO
Title: CFO
Company: C-Suite Services
LinkedIn Profile
(CFO, C-Suite Services) |

I will have to disagree with my friend Wayne. If I understand your post/explanation, I would use caution on the use of an "operationally" sounding title as it will conflict with positions that are really operational in nature. The CA(Accounting)O title does not fit as the position does not really "produce" financials. The Administrative (moniker) will also not be apt as the position does NOT really have administrative functions. Per my understanding, the position is more on the monitoring, analysis and recommendation kind of role. More AdHoc.

Per my experience and depending on your organizational structure/set-up, this is either in the wheelhouse of the Audit Division (with a broader role or board mandate), the Financial Analysis Division (or whatever division you have)...or a hybrid of the two.

I think that the first option (Audit) is a better match for your purpose as it already has a Board/Management mandate and it's broader role seems to match your requirements. All you have to do is get the Board to expand it's mandate (if not already) or make use of your Audit Chief somehow. This also is a better option than creating another layer of hierarchy. Another option would be, if there are committees in your Managing Board, then it can be folded into one of them or the creation of another.

If it cannot be helped, then some sort of Shareholder Audit arm/structure or position would be more apt. The key (I think) is maintaining an independent arm much like audit.

Just my .02 cents.

Len Green
Title: Performance Improvement Consultant and E..
Company: Haygarth Consulting LLC
LinkedIn Profile
(Performance Improvement Consultant and ERP Strategist, Haygarth Consulting LLC) |

Guten abend Alexander!
If you are talking about the Managing Board, what about trying the following:
Managing Director and CEO
Deputy Managing Director Operations
Deputy Managing Director Finance & Controlling

Would that make it clear to your G1-8 executives as well as your Supervisory Board the respective roles that the three of you on the Managing Board play in coordinating the activities of the various businesses?

Best regards
Len

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