Opinion
As the 2026 IPO window approaches, investors will remain 'picky.' From an advisor's perspective, this article points out that companies often focus on 'going public' while neglecting the challenges of 'being public.' The author highlights four key risk areas: choosing wise advisors over flashy brands, clearly understanding your own equity story, managing expectations with confidence, and stress-testing bearish arguments. CFOs need to prioritize long-term credibility over short-term appearances.
In the race of digital credit risk assessment, many enterprises fail due to neglecting the data foundation. Dun & Bradstreet's latest report shows a 2.3% decline in global financial confidence. This article proposes a data-first credit risk management path, emphasizing the importance of data cleansing, standardization, automation, and personnel training.
Amid the wave of automation, CFOs face a trade-off between efficiency and judgment. Diana Mugambi, Senior Manager of FP&A Operations at GE Vernova, points out that excessive automation may erode human accountability in financial decision-making and weaken the development of judgment in financial talent. She advocates embracing AI in low-impact processes while retaining human oversight for significant financial judgments.
Against a backdrop of high interest rates, M&A activity has picked up again, but data shows that 70% to 75% of deals fail to meet expectations. Executive compensation structures, shortened CEO tenures, and pressure from activist investors have jointly driven this trend. This article advises companies to focus on core businesses and long-term value creation rather than relying on M&A as a shortcut to growth.
This guest article by Dean Quiambao, a partner at Armanino, points out that the traditional conservative mindset of CFOs is outdated. By 2026, successful CFOs will be those willing to say 'yes' to visibility, new technologies, and broader leadership. The article emphasizes the shift from 'scorekeeper' to 'platform CFO,' noting that AI will not diminish the CFO role but rather highlight the importance of judgment and leadership, and that visibility and forward-thinking will become key differentiators.
College football is undergoing a transformation from amateurism to professionalization, and athletic departments face challenges such as NIL compensation, tax risks, operational efficiency, external financing, and cost overruns. The CFO will be a key figure in building the financial framework and driving the independent operation of athletic departments.
Antitrust enforcers are systematically reviewing executive remarks during corporate earnings calls. The EU has used automated tools to screen 350,000 transcripts and subsequently conducted dawn raids on a tire manufacturer. U.S. litigants are also attempting to follow suit, and CFOs face dual compliance challenges under securities law and antitrust law.
With the U.S. Securities and Exchange Commission (SEC) staff issuing a no-action letter for the Depository Trust Company (DTC) tokenization pilot, and Nasdaq submitting an application for trading tokenized securities, tokenized assets are rapidly entering mainstream financial infrastructure. This article analyzes the impact of this trend on corporate treasurers, noting that improved settlement efficiency will change balance sheet management, and recommends that CFOs evaluate relevant infrastructure before the next budget cycle.
Trump's second term has intensified deregulation policies, offering CFOs immediate cost savings and capital flexibility, but regulatory reversals, litigation, and reputational risks require financial leaders to exercise caution. The article cites SEC simplified disclosure, Executive Order 13771, and cases from UiPath and JPMorgan Chase, while emphasizing the importance of internal governance and scenario planning.
With financing conditions stabilizing, the M&A market enters a new landscape in 2026. Geopolitical and trade policy complexity is rising, but private equity holds over $2.5 trillion in dry powder, with deal volume reaching $3.1 trillion in the first 10 months of 2025. Divestitures grew by 31%, and AI adoption rose to 30%, yet only a few companies apply it across the full process. This article proposes five execution strategies to help dealmakers navigate the complex environment, accelerate AI integration, and achieve value reinvention.