证书: 注册会计师/注册税务师/注册资产评估师。
经验: 金融业/地产业/制造业/商业物业。
履历: 曾任百亿级集团CFO，现任创业企业合伙人兼CFO。
经常看到互联网大厂公告的CFO们的薪资，动不动就千万年薪，还配置股权激励，真是让人仰望的金字塔尖。
仔细盘查一下他们的履历和项目经验，可以发现这些优秀者不仅是收入的天花板，更是综合实力的天花板，简直就是个六边形战士，无所不知、无所不能。
虽说那样的CFO只是凤毛麟角，但是我们可以总结总结他们所具备的能力模型，我们在能力模型里边添砖加瓦，争取自己能够向优秀靠拢。
财总将通过本业技能、跨界能力、底层修养三方面来剖析财务经理人的天花板成长路线。
一、本业技能
本业指的是财务领域，大佬们在财务领域的技能也是甩我们几条街的存在。
01 财务系统
一名天花板财务经理人要同时具备初级、中级、高级的财务系统能力。
初级的会计知识，熟悉掌握会计准则、报表修饰、特殊业务账务处理、共享中心、成本核算与管理、审计与自检。
中级的税务规划，税务制度、税收优惠、税务合规、税收筹划、税务稽查与反稽查。
高级的财务管理，全面预算、经营分析、定价措施、资源配置、成本优惠、现金流管理、贷款与授信、外汇汇率管控、套期保值。
02 资本运作
资本运作能力包括融资、投资、价值管理。
融资技能，包括股权融资和债权融资，从天使轮到IPO全程规划和路演，熟悉IPO的上市路径，主导券商对接、事务所核查、申请文件、发行销售、挂牌交易。
投资技能，熟练开展投资项目的“投、融、管、退”经营，判断投资方向和标的，开展资产组合管理，主持尽职调查，进行投资谈判，负责投后管理、兼并融合，实现安全退出。
价值管理，包括公司估值、上市公司市值的管理，通过公司治理、信息披露、业绩成长、股东回报等方式获得投资者认知和认同，以达到公司价值创造最大化、价值实现最优化的战略管理效果。
03 内控设计
顶级财务经理人一定具备充分的能力去识别与评估风险，又有足够的能力承担与控制风险，既能赋予业务经营的灵活性，又能保障经营风险的底线。
充分解读各类风险，包括决策风险、财务风险、政治风险、环境风险、运营风险、政策风险、金融风险等，点对点设计内控机制，通过制度流程、权责手册、内部审计、外部审计等手段，堵塞企业经营管理中存在跑冒滴漏的问题点。
二、跨界能力
只懂得财务思维的财务经理人一定没法做到天花板级别，要想做到天花板级别，这位CFO得具备老板思维、经商思维，这就是财务经理人的跨界能力。
培养财务人的跨界能力，需要从务虚和务实层次都有意识修炼。
首先得有敏锐的商业洞察力和战略规划力，对生意方向、产业方向的准确判断。
其次，要具备实战能力，纵览宏观经济、产业政策、货币走向、世界格局、行业趋势、新兴产业、资本动向、商业模式、互联网经济、数字化理念，熟知法务及合规风险，熟练运用风险规避、诉讼沟通、法律援助等手段。
最后，还得具备战略落地能力，包括对客户需求的洞察和应对，产品组合及定价，市场营销及渠道，战略规划及分解，团队发展和储备。
三、底层修养
顶级的财务经理人，站在你面前，仿佛身上散发着磁力，深深地将你吸引，这就是人格魅力。而人格魅力背后，是因为他们有着我们不具备的底层修养。
首先，从精神面貌上看，他们一定是彬彬有礼、谈吐大方、观点鲜明、精力充沛的，相处起来就非常舒服。
其次，从性格底色上看，他们具有超高的创造力、坚持长期价值主义、具有使命感和驱动力、保持自我原则和道德底线、敢于认错改错的格局。
再次，从心理素质上看，他们有着过人的胆识、善于冒险的魄力、勇于决断的能力。
最后，从人脉资源上看，上下级资源、政商资源、银企资源、专业机构人士、同业沟通，都是非常优秀的。
CFO是CEO最重要的商业合作伙伴，CFO需有能力参与决策并实施落地，有机结合自己的专业技能、跨界能力、底层修养，打造成六边形战士，赋能企业发展成长。
翻译：
Certificate: Certified Public Accountant/Certified Tax Agent/Certified Asset Appraiser.
Experience: Finance/real estate/Manufacturing/commercial property.
Resume: Served as the CFO of a group of 10 billion, and is now the partner and CFO of a start-up enterprise.
Often see the salaries of the Cfos announced by the Internet companies, at every turn, the annual salary of ten million, but also the allocation of equity incentives, is really the tip of the pyramid that people look up to.
Careful examination of their resumes and project experience, you can find that these excellent people are not only the ceiling of income, but also the ceiling of comprehensive strength, is simply a hexagonal warrior, know-it-all, omnipotent.
Although such CFO is only rare, but we can sum up the ability model they have, we add bricks and mortar in the ability model, and strive to be closer to the excellent.
The financial manager will analyze the ceiling growth route of financial managers through the three aspects of industry skills, cross-border ability and low-level cultivation.
First, the industry skills
This industry refers to the financial field, and the skills of the big guys in the financial field are also the existence of a few streets behind us.
01 Financial System
A ceiling financial manager should have the ability of primary, intermediate and advanced financial systems.
Basic accounting knowledge, familiar with accounting standards, statement modification, special business accounting, sharing center, cost accounting and management, audit and self-inspection.
Intermediate tax planning, tax system, tax incentives, tax compliance, tax planning, tax audit and counter-audit.
Advanced financial management, comprehensive budgeting, operational analysis, pricing measures, resource allocation, cost concessions, cash flow management, loans and credit, foreign exchange rate control, hedging.
02 Capital Operation
Capital operation capabilities include financing, investment, value management.
Financing skills, including equity financing and debt financing, from angel to IPO planning and roadshow, familiar with IPO listing path, leading brokerage connection, firm verification, application documents, issuance and sales, listing and trading.
Investment skills: proficient in “investment, finance, management and withdrawal” of investment projects, judging investment direction and target, carrying out portfolio management, presiding over due diligence, conducting investment negotiations, taking charge of post-investment management, merger and integration, and achieving safe exit.
Value management, including the management of company valuation and market value of listed companies, obtains the recognition and recognition of investors through corporate governance, information disclosure, performance growth, shareholder returns and other ways, so as to achieve the strategic management effect of maximizing the company’s value creation and optimizing the value realization.
03 Internal control design
Top financial managers must have sufficient ability to identify and evaluate risks, and have sufficient ability to bear and control risks, which can not only give business flexibility, but also ensure the bottom line of business risks.
Fully interpret all kinds of risks, including decision-making risks, financial risks, political risks, environmental risks, operational risks, policy risks, financial risks, etc., design internal control mechanisms point-to-point, and plug the problems that exist in the operation and management of enterprises by means of system processes, power and responsibility manuals, internal audits, and external audits.
Second, cross-border capability
Financial managers who only understand financial thinking must not be able to achieve the ceiling level. In order to achieve the ceiling level, the CFO must have the boss’s thinking and business thinking, which is the cross-border ability of financial managers.
To cultivate the cross-border ability of financial personnel, we need to cultivate consciously from the level of practicality and practicality.
First of all, we must have keen business insight and strategic planning. And accurate judgment of business direction and industrial direction.
Secondly, it is necessary to have the practical ability to survey the macro economy, industrial policy, currency trend, world pattern, industry trend, emerging industry, capital trend, business model, Internet economy, digital concept, familiar with legal affairs and compliance risks, skilled use of risk avoidance, litigation communication, legal aid and other means.
Finally, it is necessary to have strategic landing capabilities. Including insight and response to customer needs, product portfolio and pricing, marketing and channels, strategic planning and decomposition, team development and reserves.
Third, the bottom cultivation
Top financial managers, standing in front of you, as if the body exudes a magnetic force, deeply attract you, this is the personality charm. And behind the personality charm, it is because they have the underlying cultivation that we do not have.
First of all, from the mental outlook. They must be polite, generous, bright views, energetic, and very comfortable to get along with.
Secondly, from the perspective of character. They have ultra-high creativity, adhere to long-term value-ism, have a sense of mission and driving force, maintain self-principles and moral bottom line, and dare to admit mistakes and correct mistakes.
Thirdly, from the perspective of psychological quality. They have exceptional courage, the courage to take risks, and the courage to make decisions.
Finally, from the perspective of network resources, upper and lower level resources, government and business resources, banking and enterprise resources, professional institutions, and inter-industry communication are very excellent.
The CFO is the most important business partner of the CEO. And the CFO needs to be able to participate in the decision-making and implementation. Organically combine their professional skills, cross-border ability and low-level cultivation to create a hexagonal warrior and empower the development and growth of the enterprise.
