Online Finance for Non-Finance Directors 1 Day Courses

• Excellent Delegate Feedback

  ‘Fantastic Course.’
  Ben McConnochie – Senior Manager, Iqvia Limited

  ‘Great Course and Definitely Informative.’
  Yag Depala – Sales Director, Reflex Limited

  ‘Excellent. The course leader delivered the course in such a way that he kept my attention. I learnt such a lot, feeling far more confident in the world of finance.’ Christina Hack – Construction Projects Manager, Crocus Contracts Limited

  ‘I got out of the course exactly what I needed. Put across very well. Not as hard to understand as I thought it would be!’ Andrew Callaghan – Manufacturing Manager, Alucast Limited

  ‘Lots of good info and examples. Good engagement with the group.’ Dr Christopher Dudfield – Chief Technology Officer, Intelligent Energy Limited

  ‘Good coverage- just what I was looking for. Good delivery and subject knowledge.’ Dr Ashley Kells – EC Programme Director, Intelligent Energy Limited

  ‘Excellent! Philip’s delivery and clarity are excellent.’
  Colin Hunter – Partner, Coodes LLP

  ‘Would Highly Recommend this Positive and Worthwhile Course.’
  Daniel Altabas – Director, ADS Joinery Design Ltd

  ‘Brilliant’
  David Bence – Consultant, Blacknor Consultancy

  Really Useful, Very Helpful, Personal Help and attention, thank you.’
  Andrew Chalmers – Managing Director, Ballard Chalmers Ltd

  ‘Excellent Course.’
  Peter Lamble – Chairman, Coodes LLP

  ‘Excellent Tutor who used appropriate and relevant real life examples.’
  Graham McPhail – Head of Education & Training, CITB, Construction & Industry Training Board

  ‘Really Great Practical Examples to bring the concepts to life.’
  Stephen Bowler – Associate Director, BGL Group Ltd

  ‘Explained the concepts in a manner that was understood by all’
  Daniel Evans – Senior Fleet Superintendent, AW Ship Management

  ‘An Absolutely Brilliant Training Session on finance for non-financial managers. It was the best training course I’ve ever attended.’
  Charlotte Sansom – Senior PR Manager, DWF LLP

  ‘Philip is Very Enthusiastic and Engaging. The course encourages questions and uses real life examples to substantiate answers, very helpful.’
  Charles Birkett – Director& General Manager, Ardmore Healthcare Ltd

  ‘Great Course, Very Informative and In-depth.’
  Scott Pudney – Operations Manager, Rosti Automotive Stamford Bridge Ltd

  ‘Fantastic Course, Great Course Leader – Philip made it interesting and brought it to life.’
  Nancy Artell – Senior Risk & Compliance Partner, Swinton Group Ltd

  ‘Excellent Overview’
  Paul Broadhurst – Managing Director,Hauser GmbH UK

  ‘Philip was excellent – knows his subject and delivered it with passion’
  Jez Alcock – Chief Executive, Healthwatch Nottinghamshire

  ‘Held my attention!’
  Dallas Pounds – Chief Executive Officer, Royal Trinity Hospice

  ‘Excellent level of detail and knowledge delivered clearly and with great enthusiam.’
  Chris Wheeler – Key Account Manager, Gulmay Ltd

  ‘Tremendous course. Course leader was extremely impressive and knowledgeable.’
  Lydia Fairfax – Vice President, Legal, Discovery Communications

  ‘This is a fantastic course that has given me real confidence to take more of an active role in my businesses’ financial operations, Thank you.’
  Director of a large communications company

  ‘Excellent course. Knowledgeable course leader provided us with all the essential details that a non-finance manager needs to approach financial analysis, backed up with insightful comments and examples, resulting in delegates taking away practical and readily applicable skills.’
  Operations Manager of a large logistics and storage company

  ‘An excellent course.’
  Catherine Lewis – Vice Principal, Corporate Services, NPTC Group

  ‘Perfect, best investment I ever made’
  Michael Waller – Chief Executive, WYP

  ‘An excellent course.’
  Owen Davies – Business Development Manager, Severn Trent

  ‘Informative and well paced, perfect.’
  Martin Randall – Sales Director, Vision Plc

  ‘Very interesting, very comprehensive and flexible’
  Bryony Lester – Superstat Limited

  ‘Tutor was extremely knowledgeable’
  Lorraine Nicholson – Access Training

  ‘Very good, many thanks’
  Robert Leach – Mosdorfor CCL Systems Limited

  ‘Philip has an excellent clear and approachable style.’
  Catherine Gallagher – HR Manager, Crown Prosecution Service

  ‘A great course …… I’ve recommended this internally.’
  Director of a large practice of chartered surveyors

  ‘I found the analysis of real companies particularly helpful.’
  Alison Biegel, Operations Manager, Anglia Tours Limited

  ‘I would recommend this course – Enjoyed the course’
  Peter Crosby – Briton Price Limited

  ‘Phil is simply superb. So knowledgeable and experienced. An excellent course.’
  Rupert Tate – Chief Executive Officer, Bear Grylls Ventures

• Finance Course Overview

  This Finance for Non-Finance Directors training course places great emphasis on practical hands-on case studies and discussions, where attendees get the opportunity to practice their newly acquired skills and knowledge.  This course places great emphasis on practical hands-on case studies.  These will be made more real by each delegate being encouraged to nominate a set of accounts for analysis.

  This course is assessed as “Excellent” by its delegates.  To ensure that the executives attending this training course will continue to get the maximum possible benefit; the delegate numbers will be limited to a maximum of 8.

  This Finance course will enhance your ability to read analyse and interpret any set of Financial Statements, including the Balance Sheet, the Profit & Loss Account and the Cash Flow statements.  It will provide a good grasp of the key elements of Management Accounts and Statutory Financial Accounts, including ratio analysis.  You will become more familiar with techniques such as Net Asset Value, P/E Ratios, ROCE, ROI, Gearing, Current Ratio, Quick Ratio, Stock Days, Debtor Days and Creditor Days Enterprise Value and EBITDA.

  Costing methods based will be discussed and contrasted with overhead cost allocation approaches to identify their relative strengths and weaknesses.  You will understand the impact of new acquisitions upon your consolidated accounts.

  It will provide a good understanding of budgeting, zero based budgeting, cash management and cash forecasting.  You will become better at managing the relationship between ROCE, ROI and Gearing.  The Balanced Scorecard will be explained, along with the Strategic Reporting requirements.

  You will be able to value possible company acquisitions and disposals, as well as evaluate the likely change in the market value of your own organisation as a result of a potential acquisition or disposal. You will understand the purpose of consolidated accounts and key information hidden within those accounts.

  The training course will be ideal for those executives who have had limited direct experience of numerically based business management and analytical techniques. They may therefore wish to take a measured approach to the assimilation and absorption of the new financial knowledge and skills. This objective is easily achieved through a very effective and relaxed approach to learning, which is significantly enhanced by the detailed discussions and extensive case studies.

  It will also provide a sound theoretical financial knowledge base upon which to build and acquire new and more advanced financial management skills.  The theoretical knowledge will be frequently reinforced by practical hands-on case studies.

  You will become more involved with all types of financial discussions within your organisation. You will be more confident and comfortable when communicating with financial managers, directors, investors, suppliers and key clients.

  To ensure that the executives attending this training course will continue to get the maximum possible benefit; the delegate numbers will be limited to a maximum of 8.

• Finance Course Content

  THIS DAY

  Accounting and the Law

  • Accounting principles, policies & GAAP accounting
  • Terminology & Jargon
  • The different legal structures under which organisations can operate and their advantages and disadvantages
  • The two different sets of accounting standards (rules) available and how to choose between them at a senior level

   

  The Three Key Financial Statements

  • Balance Sheets: Assets; Liabilities; Net current assets, capital employed and how to interpret the information
  • Profit & Loss Account, Types of profit, and the layout & use of the profit & loss account
  • Cash Flow Statements: Importance of cash flow and Impact of credit and credit control, Problems affecting cash flow, Dealing with Debtors and Creditors

   

  Using Key Ratios to Analyse Accounts and to Support Investment Decisions

  • • Return on Capital Employed (ROCE)
    • Current Ratios and Quick Ratios
    • Debtor Days and Creditor Days
    • Stock days and Stock Turn
    • Investment decisions and Return on Investment (ROI)
    • Gearing and its impact upon risk and returns; is the level of borrowing too risky?
    • Liquidity, could the company hit cash flow problems?
    • Profitability, how well is the company doing?

     

  Working Capital Management and Cash Flows

  • Converting operating profits into cash flow
  • Cash forecasts
  • Cash Management and Liquidity

   

  Revenue and Capital Expenditure

  • Capital Expenditure and Revenue Expenditure
  • Phasing of capital spend and its implications for budget holders

   

  Depreciation and Amortisation of Assets and liabilities

  • What is Depreciation
  • What is Amortisation

   

  Costing and the Impact of Costing Assumptions on Business Decisions

  • Cost types & behaviours and their Impact on decisions
  • Break-even and Contribution Analysis
  • How costs are determined
  • Direct and Indirect Costs: Fixed, Mixed and Variable costs
  • Activity Based Costing (ABC) and Activity Based Management (ABM)
  • Standard Costing, Marginal Costing, Absorption Costing and Activity Based Costing (ABC)
  • How frequently used cost allocation methods and calculated profitability by product can cause incorrect key strategic decision making
  • Predicting and maximising profits
  • How the chosen cost structure can affect the planning and decision making process

   

  Basic Company Valuations

  • EBITDA (Earnings Before Interest, Taxation, Depreciation and Amortisation) and PE ratio valuations
  • What is your company worth?
  • What are other companies worth?
  • Goodwill; its purpose, calculation and it impact on profits and dividends

   

• Finance Training Course Leaders

  The Senior Course Leader is a Fellow of the Institute of Chartered Accountants of England and Wales, an FCA, and a Chartered Director; the Board Director qualification awarded by the Institute of Directors. He is also a Fellow of the Institute of Consulting and sits on the Thames Valley Board of the Chartered Management Institute. For several years he was also the Senior Finance for Non-Finance Managers Course Leader  for the Chartered Management Institute.

  He spent 11 years on the Chartered Director Committee of the Institute of Directors, which determined what UK Board Directors should know, in order to properly fulfil their role as a company director. This committee helped to shape the Institute of Directors examination syllabus in the UK. After his time on the Chartered Director Committee, he served for a year on the Accreditation and Standards Committee of the Institute of Directors.

  He has been closely involved in all aspects of the professional development of directors and managers within the UK, for more than 7 years. In addition to professional development services, he is actively involved in company acquisitions and disposals, as well as providing financial consulting services at board level. He has practical experience of funding new investments, including procuring millions of pounds of Equity Share Capital.

  He has over 30 years of successful UK and International experience, including 7 years as the Finance Director and then the Chief Executive of a Plc.  Prior to that he spent 14 years with KPMG Management Consulting, IBM and Arthur Andersen.

  His delivery style is dynamic, approachable and highly engaging, enabling him to deliver a workshop that you will remember. His courses are always assessed as “Excellent” by the delegates.

• Finance Course Learning Objectives

  This training course will provide a good grasp of the key elements of Management Accounts and Statutory Financial Accounts.  You will gain a sound theoretical financial knowledge base upon which to build and acquire new and more advanced financial management skills.

  Attendees will become highly skilled at reading and understanding Balance Sheets and Profit & Loss Accounts. You will become more involved with all types of financial discussions within your organisation. You will be more confident and comfortable when communicating with financial managers, directors, investors, suppliers and key clients.

  By the end of this training course participants will be better able to:

  • Read, analyse and interpret any set of Financial Statements, including the Balance Sheet, the Profit & Loss Account and the Cash Flow statements
  • Understand and quantify the impact of the fundamental accounting concepts and the chosen policies upon any set of accounts
  • Be able to apply ratio analysis to the Balance Sheet and the Profit & Loss Account.  Including Current Ratio, Quick Ratio, Stock Days, Debtor Days and Creditor Days
  • Evaluate and identify the financial impact of combining different levels of Gearing with Return on Investment, ROI, to achieve different levels of Return on Capital Employed, ROCE.
  • Recognise and understand the underlying impact of the generally accepted accounting principles and policies on any Balance Sheet and Profit & Loss Account
  • Understand the key differences between statutory published accounts and the internal monthly management accounts
  • Select the most appropriate method of costing for your organisation and to explain the impact of your choice
  • Understand the potential impact of costing methodologies upon financial planning and decisions
  • Analyse and make sound investment decisions based upon break even analysis and contribution analysis, with a good understanding of their relative strengths and weaknesses
  • Identify and discuss the key financial issues facing an organisation
  • Understand the wider commercial impact of any business decision and its interaction with non-financial aspects of the organisation, enabling you to make a better contribution to key discussions and decision making amongst managers and within the organisation
  • Value any business using commonly used and widely accepted valuation techniques such as Net Asset Value, Enterprise Value and EBITDA
  • Communicate more effectively and easily with Finance Managers, and other Finance professionals; through an in depth understanding of financial terminology, management and evaluation techniques.
• Who Should Attend This Training Course

  All Senior Executives would benefit from attending this course, from department heads right up to the Chief Executive and the Chairman/Chairwoman.  This is because most people have absorbed their financial knowledge piecemeal from those colleagues with financial skills that they have encountered.  This means their knowledge is patchy and incomplete.  This course will provide a solid and complete financial knowledge base.

  These are some of the executives who would benefit from this course: Chief Executive Officers, Board Chairmen and Board Chairs, IT Directors, Logistics Directors, Operations Directors, HR Directors, Technical Directors, Commercial Directors, Sales Directors, Marketing Directors, Company Secretaries, General Managers, all Non-Executive Directors, all Trustees, all Investors, all Board Consultants and Advisors, all Department Heads, and any other managers or executives interested in improving their financial skills and knowledge for the benefit of their organisation and their personal career development.

  To ensure that the executives attending this training course will get the maximum possible benefit from their time and that the discussions will be at their most effective; the delegate numbers will be limited to a maximum of 8.

• Internal Staff Training and Development

  This training workshop, along with most of our other best practice training workshops, can be delivered as an internal training course at your premises. Even with groups as small as 6 delegates, the course fees per person for internal training workshops can be lower than for open events. The potential savings are even greater, if the travel time and the travel costs of the delegates are included.

  Running training workshops internally is very convenient many of our clients and allows the participants to explore how key issues will impact on them and their organisation. Then as a team they can begin to agree upon development action plans and assign priorities. This approach is favoured by many of our clients as it combines a high quality service with excellent value for money and is a highly effective route for staff development.

  In-House Course for Staff Training and Development

• Certificates of Professional Development

  This course is recognised for CPD purposes by most professional institutes and associations including the Law Society, the CIM, the CMI, the ICAEW, the Institute of Learning and the CIPD. Formal Certificates of Professional Development will be issued to delegates who successfully complete this course. These certificates will enable participants to evidence the update of their CPD records. The workshop will consider how to best apply the knowledge gained by the delegates upon their return to the workplace. This element of the programme is designed to maximise the benefits of attending and enable participants to make valued judgements when recording CPD activities.