3 Module Program

CFO Leadership Beyond Finance Program

Combining best-in-class curriculum with the real life experiences of seasoned CFOs

About the program

Today’s financial executive faces new challenges, more responsibilities, and must work smarter with fewer resources. The role of the CFO has evolved, and these important C-level leaders now require a broadened perspective that goes far beyond finance to encompass enterprise-wide concerns. This CFO Leadership Beyond Finance Program will equip senior financial executives with the insights they need to become more effective leaders and better strategic advisors to their CEOs and Boards of Directors.

FEI Canada’s professional support system helps financial executives and their companies to navigate through a sea of uncertainty. Amongst a spectrum of services provided, FEI Canada has undertaken research that has identified knowledge gaps between the competencies of today’s CFOs and what they must know to excel at their evolved roles. This executive education program will ensure senior financial executives bridge these gaps.

This uniquely tailored program for senior financial executives offers:

  • CFO-level focus, including "what I don’t know that I need to know"
  • Executives in residence - seasoned CFOs who bring real life experience to the cases and theory
  • Practical leading edge content, world-class session leaders and unparalleled customer service

During the program, participants will have ample opportunity to network with their fellow participants. Subsequently, as alumni of the CFO Leadership Beyond Finance Program and members of FEI Canada, participants will have numerous opportunities to stay in touch and continue their learning, including: alumni networking and learning events; free online webinars, a free subscription to QSB Magazine and involvement in FEI Canada’s member network, its activities and thought leadership committees.

Who Should Attend

This Program has been specially designed for senior financial executives. If you are unsure of your eligibility for this program or the suitability of its content for your needs, please contact us.

High Impact learning

Leading-edge content presented by outstanding session leaders.

Personal Benefits

  • Develop a strategic mindset and change the way you think about your business and your role as a senior financial executive
  • Learn the latest strategic tools and techniques and strengthen your ability to lead the strategic financial planning process in your organization
  • Develop a transformational leadership approach which defines the difference between managing and leading in an organization
  • Return to work with proven tools to maximize your leadership role as a senior financial executive in your organization
  • Network with a group of experienced financial executives from a variety of industries across Canada

Organizational benefits

  • Introduce proven strategy development tools into the management practices of your organization
  • Benchmark against best practices of leading companies and best practices of successful senior financial executives from across the country
  • Help the people you work with perform at their peak
  • Achieve organizational goals with strong, committed and motivated team members
  • Improve organizational performance by deepening your understanding of the relationships that exist across functions

Program content

An extensive overview of management concepts, frameworks, tools and techniques. Program content is built around three core areas:

Leadership - Module 1

Developing a Personal Leadership Plan

Enhance organizational performance by applying the principles of transformational leadership and coaching

  • Recognize and value different styles of thinking and decision-making
  • Understand key factors that have an impact on team climate, individual motivation, and organizational performance
  • Develop the potential of others and create a climate of commitment and trust
  • As an optional additional service, gain insights into your persona through personal assessments and one-on-one coaching

Creating a High-Performance Organization

Achieve continuous improvement in work processes, teamwork, and management practices

  • Understand the elements of a high-performance environment
  • Align values, policies, practices and systems to support high performance
  • Design reward and recognition programs that reinforce the business strategy
  • Effectively manage the corporate culture
  • Use self-directed teams as building blocks for the high-performance workplace

Negotiation and Consensus-Building

Negotiate effectively with customers, suppliers and internal stakeholders

  • Understand the dynamics of conflict
  • Transform confrontation into problem‑solving
  • Invent creative options that maximize the interests of all parties

Developing Executive Presence

Clearly and effectively communicate to a cross-section of key stakeholders.

  • Understand what Executive Presence is, and why it is important; Do you have it and how to get it
  • Understand how you are perceived, and how to make an impact on senior executives, employees and external parties

Strategy & Leading Change - Module 2

Strategic Planning and Implementation

Draft and implement a dynamic and effective strategic plan

  • Evaluate the strategic landscape by examining the market, regulatory, and technological forces that will shape your organization's future
  • Develop a structured and disciplined framework for planning
  • Challenge conventional thinking and create shareholder value
  • Integrate all functional areas and operating plans into the strategic plan

Leading Change

Drive positive change and improve organizational performance

  • Examine different forms, timing and objectives of collaboration
  • Build an infrastructure for collaboration in your organization
  • Create an environment in which individuals and teams excel
  • Manage organizational communications and motivate people in an environment of change

Strategic Planning and Risk Management Tools

Determine the strategic platform that is right for your organization

  • Create a vision, mission and objectives that are meaningful to your organization
  • Use competitive intelligence to anticipate competitors' plans, identify business trends and prepare for changes in competitive conditions
  • Identify the challenges and opportunities that are make-or-break for your organization
  • Integrate risk management and cross-functional thinking into your planning process
  • Understand the profit drivers and financial implications of alternative strategic platforms

Strategic Execution - Module 3

Strategic Finance

Align strategy, leadership and financial decision-making to create long-term value for your organization.

  • Examine emerging financial concepts and learn how to make sense of current financial markets
  • Relate how financial analysis fits into a broader business decision-making framework, and communicate financial concepts and issues more effectively with managers from other functional areas

IT Strategy

Use information and communication technologies to transform business models, improve customer service and streamline supplier relationships.

  • Learn how to anticipate and prepare for emerging technologies that will have an impact on your business and drive value
  • Identify technology-enabled opportunities to increase competitiveness and rethink technology as a driver of growth and profitability

Project Management and Execution

Lead and support product and service innovation.

  • Use leading-edge tactics to accelerate projects, meet or exceed time and cost expectations while minimizing risk in a lean cost environment
  • Create an "execution culture" through a robust strategy, adaptive structure and efficient processes

Marketing, Sales and Margin Optimization

Align marketing and sales strategies with the business strategy to gain buy-in across the organization.

  • Use effective marketing and sales tools and techniques
  • Create a sales-oriented culture to increase margins, and drive sustainable revenue and profit growth

Integration into a High Performing Enterprise

As the capstone session, this integrative workshop will challenge participants to put their learning to practical use.

  • Key concepts, tools and techniques learned from the modules will be applied and tested through this case study session, which will focus on business transformation

Session leaders include senior professors from Smith School of Business and knowledgeable experts from industry. These outstanding teachers are constantly in touch with today's business world through real-world business experience, Board memberships and their own consulting practices.

Julian is the author of The Science of Leadership: Lessons From Research for Organizational Leaders, which was published by Oxford University Press (New York) in January, 2014. His research interests focus on the nature and development of transformational leadership and employee well-being, and he is also the author of well over 200 research articles and book chapters, and the author or editor of several books, including Employment, Stress and Family Functioning (1990, Wiley & Sons); The Union and Its Members: A Psychological Approach (1992, Oxford University Press); Changing Employment Relations: Behavioral and Social Perspectives (1995, American Psychological Association); Young Workers (1999, American Psychological Association); and The Psychology of Workplace Safety (2004, American Psychological Association). He is also co-editor of the Handbook of Workplace Violence (2006, SAGE Publications), and senior editor of both the Handbook of Work Stress (2005), Handbook of Organizational Behaviour (2008), all published by SAGE, The Psychology of Green Organizations (2015) and Work and Sleep: Research Insights for the Workplace (2016), both published by Oxford University Press).

Julian was formerly the editor of the American Psychological Association's Journal of Occupational Health Psychology, served as the chair of the American Psychological Association's Task Force on Workplace Violence in 2001-2, and was the chairperson of the Advisory Council on Occupational Health and Safety to the Ontario Minister of Labour from 1989-1991.

Julian is a Fellow for the Royal Society of Canada, the Society of Industrial and Organizational Psychology, the European Academy of Occupational Health Psychology, the Association for Psychological Science, and the Canadian Psychological Association. Julian was the recipient in 2016 of the Distinguished Contributions to Industrial and Organizational Psychology by the C-SIOP Division of the Canadian Psychological Association.

MacLean's magazine named Julian as one of Queen's University's most popular professors in 1996. Julian received the National Post's "Leaders in Business Education" award in 2001 and Queen's University's Award for Excellence in Graduate Student Supervision in 2008.

Julian received his Ph.D in 1979 from the University of the Witwatersrand, in Johannesburg, South Africa, where he subsequently taught in the Psychology Department. He joined Queen's University in 1984, initially teaching in the Department of Psychology. Julian moved to the School of Business in 1994; and served as the Associate Dean with responsibility for the Ph.D, M.Sc and Research programs in the School of Business from 1997-2011.

A world in which technology enables businesses to prosper, employees to thrive, and a culture for driving results to flourish is the vision behind Kathryn Brohman’s thought leadership in sustainable execution.

An Associate professor at Smith School of Business, Queen’s University, Kathryn has co-authored several books that focus on how today’s organizations can navigate business practices to drive short-term results without compromising long-term success. Her most recent book entitled SHIFT: A New Mindset for Sustainable Execution presents results from her work with over 750+ organizations that helped translate strategy into action. The book provides a pragmatic approach to identifying salient execution barriers, filling gaps to stabilize an execution backbone, and removing distractions to seamlessly adapt to change.

Since arriving at Queen’s University in 2003, Kathryn has pioneered programs in Strategy Execution and Digital Transformation across MBA and executive programs. She has worked with hundreds of organizations in North America to translate strategy into action. Kathryn has received multiple funding grants from the Social Sciences and Humanities Research Council (SSHRC) as well as the Ontario Research Foundation and published her work in premier journals including MIS Quarterly, Decision Sciences, Harvard Business Review, MIS Quarterly Executive, and Communications of the ACM.

Shai Dubey teaches courses in negotiations, cross-cultural management, ethics, domestic and international business law and entrepreneurship.

He is the academic director for project courses in various MBA programs as well as the MIB program. 

Shai earned his Bachelor's Degree from the University of Toronto and his Law Degree from Queen's University. Shai is also a graduate of the aviation Flight Technology Program at Seneca College. 

After graduating from Seneca College in 1984, he began his working career as a commercial pilot. In 1985 he founded and ran both an executive aircraft charter company and a flight training school based in Toronto. After selling this company, Shai worked as an aviation consultant providing strategic and regulatory advice to Canadian and foreign clients. 

Jay Handelman is Associate Dean of Research, Director of the MSc and PhD programs, and Associate Professor of Marketing at Smith School of Business. He has also served as Director of the Centre for Responsible Leadership.  He has conducted extensive research into the ways in which marketers integrate emotional, cultural and social responsibility dimensions into their traditional marketing strategies, and the ways in which these strategies benefit the organization.  He is also an expert on consumer activism and boycotts. His research has been published in several academic journals, including the Journal of Marketing, the Journal of Retailing and the Journal of Business Research.

Peter Jensen is the author of The Inside Edge, Ignite The Third Factor and Thriving in a 24/7 World, the founder of Third Factor, and a longstanding instructor at Smith School of Business at Queen's University. A dynamic speaker with a Ph.D. in Sport Psychology, Peter has attended 9 Olympic Games as a member of the Canadian team and helped over 70 athletes medal. With the world of Olympic sport as a laboratory, he has developed a deep understanding of what it takes to be a successful leader of high performers. Peter is a renowned innovator—bringing coaching and personal high performance to corporations worldwide. As a teacher, Peter has the power to invigorate audiences through his compelling use of humour, personal experiences and concrete, actionable content.

Carol Lempert is a communication and leadership specialist and executive coach with over 15 years of experience in the field of Training and Development. Since 2006 she has worked with The Ariel Group with such clients as American Express, Home Depot, HSBC, Booz Allen Hamilton, Harvard Executive Education and Exelon.  From 2000-2006 she worked as Vice President, Learning for e-role play. She taught Acting, Voice and Speech at York University, and has lead seminars in Presentations Skills for the Toronto Board of Trade. In addition, Carol is a professional actress in theatre, television, and commercials. This part of her background gives her an intimate understanding of the importance of performing on the job and working creatively to solve problems and foster innovation. 

Salman Mufti is the Associate Dean and Executive Director of Smith School of Business Executive Education.  In addition, Salman is an Associate Professor of Management Information Systems at Smith School of Business.  He is an award-winning teacher and has extensive domestic and international teaching experience in both degree and non-degree executive education. He is a former Director of Queen's Executive MBA and of Queen's Full-time MBA. He regularly advises senior managers in corporations and the public sector, and is frequently featured in the press on matters relating to managerial decision making and technology strategy.  He has consulted with numerous organizations including Bell Canada, Sun Life Insurance, Canadian National Railway, Accenture, and Business Development Bank of Canada.

Elspeth Murray has served as the Associate Dean - MBA and Masters Programs since 2012, and has been a professor of Strategy and Entrepreneurship at Smith School of Business since 1996. She also holds the CIBC Fellowship in Entrepreneurship, and founded Smith's Centre for Business Venturing. Prior to joining Smith, she worked in industry for 7 years for several firms including IBM, and Canadian Tire. As an integral part of her work in the strategy and new venture fields, Dr. Murray specializes in the management of change. In 2002, she co-authored a best-selling book, Fast Forward: Organizational Change in 100 Days, Oxford University Press, with Dr. Peter Richardson. She has recently co-developed (with Dr. David Saunders) the Analytics Climate Assessment Tool (ACAT), which is used to assess organizations technological capacity, skill sets, and analytics culture. Current research is focused on best practices in leading and managing change to create an analytics culture.

Dr. Murray teaches on many MBA and Executive Education programs, and consults widely with a diversity of firms including BMW, Detour Gold, Wawanesa Insurance, Versacold Logistics and the Auditor General for Canada. She serves as a Director for several firms and is an advisor to several start-ups and CEO's. Dr. Murray received an undergraduate degree in computer science and mathematics, and an MBA, both from Queen's University. Her doctorate in Strategy and Management Information Systems was completed at the Richard Ivey School of Business.

Peter Richardson is a leading expert in corporate turnarounds and an authority on strategic management and the management of innovation. His strategic approach to cost management and margin improvement has been widely adopted by industry. During his years at Smith School of Business, Peter has authored over 75 papers and case studies on strategic management. With Elspeth Murray, he co-authored Fast Forward: Organizational Change in 100 Days. A previous book, Cost Containment: The Ultimate Strategic Advantage, remains one of the few books to be written on cost improvement. He consults widely for many organizations including BHP Billiton, Alcoa, CIBC Mellon, the Supreme Court of Canada, the Auditor General of Canada, and Natural Resources Canada, working closely with senior executives on strategy development and deployment.

Advisory Board

Michael Conway
Michael Conway
Colleen Johnston
Colleen Johnston
Brian Lawson
Brian Lawson
Dean McCann
Dean McCann
Gord Nelson
Gord Nelson
Debbie Stein
Debbie Stein
Laurie Tugman
Laurie Tugman
Bruce Waterman
Bruce Waterman
Katie Parks

Speak to a member of our team.
Call 1.888.393.2338 or
Monday to Friday. 8:30 am - 4:00 pm EDT

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Upcoming Sessions


Hear from past participants

Participants in the new CFO Leadership Beyond Finance program talk about how the program is helping them advance in their careers as senior financial executives.

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