Many people advance to a management level based on subject-matter expertise, and quickly assume financial responsibilities such as departmental budgets and financial statements. This course is for the manager or engineer who does not possess a significant financial background, but whose performance would improve with a better understanding of departmental monthly financial reports and the transactional origins behind the numbers.
This course introduces participants to commonly used financial terminology and performance measures so they can make sense of the “dollars and cents,” and learn to make better use of financial information in everyday work life. Material includes:
The manager or engineer who does not possess a significant financial background, but whose performance would be improved with a working knowledge of financial statements and related concepts
8 a.m. to 5 p.m.
November 19, 2019
As a business strategist, Julie builds bridges between operations, sales, marketing and finance to better support business objectives and drive profitable growth. Her background includes 25 years of experience in corporate finance and management consulting, with a particular expertise in cost and profitability modeling. Prior to joining TCIE, she led the finance functions of several local companies, focusing on improving the quality and effectiveness of financial data and analysis for leadership teams, sales, and operations to use as decision support. She was chief financial officer with an industrial products manufacturer and distributor, where she developed an activity-based costing model that was integrated into the company’s product pricing systems and led to a 500% increase in profitability. Julie spent the first 10 years of her career in public accounting, starting as a staff accountant with Price Waterhouse at company headquarters in New York, performing audits primarily for large mutual fund companies. Additionally, she was a senior accountant in the audit division of Arthur Andersen, as well as a consultant and manager of its business consulting division. Her most notable consulting assignments include the identification of over $4 million in cost savings for a heavy equipment manufacturer and the development of a strategic product costing model for a beverage manufacturer and distributor.
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