Venor, Inc.
Our Services:
Our Mission
To earn the respect of our clients,
exceed all expectations set in our
engagements, and to provide a
value that exceeds our cost.
exceed all expectations set in our
engagements, and to provide a
value that exceeds our cost.
Contact us:
949-903-0468
949-903-0468
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The pressure and responsibility on leaders of companies’
financial functions is mounting. For many financial executives
the weight of their job is becoming unbearable. The likely
consequences for their companies can be devastating.
According to an analysis of Security and Exchange
Commission (SEC) filings conducted by 10-K Wizard, Chief
Financial Officer (CFO) turnover increased 135% year-over-
year from January 2004 to January 2005. In a recent article
in Forbes entitled “Surviving America's Worst Job”, research
revealed that the average tenure for financial leaders today
is now just 30 months, a dramatic fall from the decade-long
terms that so many financial executives served in years past.
The all-too-common response for many companies battling
the revolving door to the office of the CFO has been to
replace the departing executive with another financial
manager from either the internal ranks or from outside the
organization. This tactic however has proven to address the
symptom, rather than the root cause. That is because the
role of the CFO has evolved into a more-than-one-person
job, requiring more unique leadership than ever before.
In March 2005, The Executive Board released the findings of
their inspection of the changing role of the financial
leadership function . They discovered, to no one’s surprise,
that the functional responsibility of the today’s financial
leader has a dramatically different look now than the
“Treasurer as the CFO” of the 1960s or any of the variations
since then.
Today’s financial executive is now required to demonstrate
functional depth without sacrificing strategic and operational
breadth, all amidst ever-mounting pressure. A daunting task
for sure that is leading seasoned financial executives of
some companies to step-aside or other organizations to
dismiss their leaders due to underperformance of the
assigned duties.
Venor’s Financial Management
Venor’s Financial Management serves its clients
through the application of unique solution sets
employed by proven business leaders who are equally-
skilled financial tacticians. To aid its clients in
managing the responsibilities of the financial
executive, Venor has crafted the Financial Turnaround
Matrix – a proprietary framework for assessing,
delivering, and measuring the interdependent
disciplines of a company’s financial leadership.
A central pillar of Venor’s Financial Management is the
Firm’s ability to immediately integrate objective
financial leadership into its clients’ operations to
address the root cause of the turnover or
underperforming financial leader. For many
companies, this may mean engaging Venor as
supplemental financial leadership to the current
financial executive with responsibility for directing a
mission-critical program or mentoring other members
of the financial leadership team. In other cases,
companies may need to engage Venor as executive
resources to fill a vacant executive seat with financial
leadership ideal for their situation. In either case,
Venor brings the functional depth and business
breadth to lead the achievement of results.
financial functions is mounting. For many financial executives
the weight of their job is becoming unbearable. The likely
consequences for their companies can be devastating.
According to an analysis of Security and Exchange
Commission (SEC) filings conducted by 10-K Wizard, Chief
Financial Officer (CFO) turnover increased 135% year-over-
year from January 2004 to January 2005. In a recent article
in Forbes entitled “Surviving America's Worst Job”, research
revealed that the average tenure for financial leaders today
is now just 30 months, a dramatic fall from the decade-long
terms that so many financial executives served in years past.
The all-too-common response for many companies battling
the revolving door to the office of the CFO has been to
replace the departing executive with another financial
manager from either the internal ranks or from outside the
organization. This tactic however has proven to address the
symptom, rather than the root cause. That is because the
role of the CFO has evolved into a more-than-one-person
job, requiring more unique leadership than ever before.
In March 2005, The Executive Board released the findings of
their inspection of the changing role of the financial
leadership function . They discovered, to no one’s surprise,
that the functional responsibility of the today’s financial
leader has a dramatically different look now than the
“Treasurer as the CFO” of the 1960s or any of the variations
since then.
Today’s financial executive is now required to demonstrate
functional depth without sacrificing strategic and operational
breadth, all amidst ever-mounting pressure. A daunting task
for sure that is leading seasoned financial executives of
some companies to step-aside or other organizations to
dismiss their leaders due to underperformance of the
assigned duties.
Venor’s Financial Management
Venor’s Financial Management serves its clients
through the application of unique solution sets
employed by proven business leaders who are equally-
skilled financial tacticians. To aid its clients in
managing the responsibilities of the financial
executive, Venor has crafted the Financial Turnaround
Matrix – a proprietary framework for assessing,
delivering, and measuring the interdependent
disciplines of a company’s financial leadership.
A central pillar of Venor’s Financial Management is the
Firm’s ability to immediately integrate objective
financial leadership into its clients’ operations to
address the root cause of the turnover or
underperforming financial leader. For many
companies, this may mean engaging Venor as
supplemental financial leadership to the current
financial executive with responsibility for directing a
mission-critical program or mentoring other members
of the financial leadership team. In other cases,
companies may need to engage Venor as executive
resources to fill a vacant executive seat with financial
leadership ideal for their situation. In either case,
Venor brings the functional depth and business
breadth to lead the achievement of results.