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Early in my career—long before AI, cloud ERPs, or any notion that accounting could be automated out of existence – I found myself staring at a wall of inventory reports at Johnson & Johnson. Finished goods. LIFO. Dozens of layers accumulated year after year because inventory levels always seemed to rise. Cost indexes went up,
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A Few Good Men It’s always bugged me a bit to admit it, but in many ways Nicholson’s witness-stand rant in A Few Good Men—I agree with it. We do live in a world with “walls.” Outcomes matter. Success requires the right players in the right positions, and that requires ruthless decisions. Turnarounds are not
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My First Experience Outside the Family of Companies Let’s Play a Game: You’re the New Controller… You’re the first real financial process leader this founder-led, publicly traded company has ever had. You walk in thinking, “Great — time to bring order, structure, controls.” Cute, right? One morning the CEO’s assistant steps into your doorway. “Larry
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The hidden cost of ignoring financial infrastructure—and why heroic CFOs aren’t the solution I recently came across a sharp, insight-packed LinkedIn pitch – the kind we all scroll past daily. The story was familiar: a CFO leaves, the business slows, the forecast softens, Board decks lose clarity, and meetings drift into opinion because the numbers
Financial Foundations with Jim Curham 