Dilemma of the CFO of a stressed company
This morning I see the finance minister as CFO of a financially stressed company. She faces all the problems a highly stressed business could in bad times. For example— The business of the company has witnessed considerable slow down in past few years. The revenue has shrinked and losses have increased. The ability to modernize and expand has been constricted as stressed balance sheet and poor cash flows are hindering capital expenditure. The investors are reluctant to commit more capital as the return on past tranches of investments has been poor. The company is not able to sell non-core businesses and assets to mobilize the resources needed to sustain the ongoing capex as well as the current repayment obligations. The competitors have snatched market share with competitive pricing and better delivery. The ability to retain talent has been hampered due to a variety of constraints. The rating agencies have put the company on watch list for a possible down ...