Profitability Without an Owner: Why Banks Fail Where It Matters Most
In a quarterly board session, a CFO asked which strategic projects had improved return on assets. The CFO looked at the COO. The COO looked at the CEO. Silence. "We haven't mapped those links yet — but we're sure they're there." That exchange, from a regional bank operating across five Caribbean islands, captures a problem more common than it should be: organizations running 31 active strategic initiatives with only 5 tied to measurable financial outcomes. Profitability isn't a KPI. It's an architecture — and most companies have never assigned it an owner.
Are We Controlling Costs — or Designing Value?
When a CFO gets handed a 15% opex cut with no reinvestment plan, cost discipline has replaced strategic discipline. This article explores how CFOs can lead strategic transformations using frameworks like Fit for Growth, Cost-to-Serve, and Design-to-Margin. True profitability doesn't come from tightening the belt — it comes from knowing, with surgical precision, where every dollar creates value.AUTHOR: Peter San Martin (ya está bien)
Asher & Company and PwC Interamericas: A Strategic Finance Center of Excellence for Latin America
Asher & Company and PwC Interamericas launch a Strategic Finance Center of Excellence — a joint venture combining ABC/M profitability models, Oracle EPM architectures, and the Decision-to-Value framework to close the gap between data and financial decisions across Latin America.