FEI Louisville Local Events

For CFOs and senior finance leaders, modernization is not about chasing the latest tech, it is about solving everyday pain points. Join us as our friends at Cherry Bekaert provide key insights from the survey and moderate a panel of local CFOs as they participate in the discussion around these topics of this recent survey – and hopefully give all of us a clear actionable plan for our own companies.

FEI Speaker Highlights

FEI National News

Financial Executives International and Media Financial Management Association Announce Co-Location and Co-Branding of 2026 Annual Conference

Financial Executives International (FEI) and the Media Financial Management Association (MFM) announced that their 2026 Annual Conference will be co-located and co-branded. The landmark event, scheduled for May 17-20, 2026, will bring together financial leaders from all industries.

The 2026 co-branded event will feature joint general sessions, networking events, and breakout sessions, as well as business meetings and recognition activities tailored to each association. An expanded Expo Hall will showcase innovative solutions and services from sponsors and exhibitors, offering unparalleled exposure to key financial decision-makers and fostering lasting business relationships.

The partnership between FEI and MFM underscores both organizations’ dedication to providing exceptional educational and networking opportunities while delivering increased value to sponsors and exhibitors through access to a broader, more engaged audience.

For details about the 2026 Annual Conference, please visit the official announcement on  Financial Executives International website

President’s Corner - April

In submitting the April President’s Corner I realized the need to apologize for not submitting the March article. Last month, after completing pressing corporate tax deadlines, I took an extended vacation out of the country. Demanding work deserved major off-time and relaxation! I regret and apologize for not submitting the March article before leaving for vacation.

As we look forward, the sense of renewal and forward momentum is unmistakable. In our February newsletter, we explored the potential benefits and opportunities presented by the One Big Beautiful Bill (OB3), particularly its intent to stimulate economic growth, incentivize investment, and create a more dynamic environment for businesses. Since then, developments on both the domestic and global fronts have added new layers of complexity—and opportunity—for financial leaders.

On the policy front, early interpretations and initial implementation guidance around OB3 have begun to take shape. While some provisions are already influencing capital allocation decisions, particularly those tied to investment incentives, tax treatment, and infrastructure spending, there remains uncertainty regarding the timing and magnitude of their full economic impact. Markets have responded with cautious optimism, though execution risk and evolving regulatory clarity continue to require close attention.

At the same time, geopolitical tensions, most notably the ongoing conflict in the Middle East, have introduced volatility into global markets. Energy prices, supply chain stability, and foreign exchange movements are all being influenced by these developments. While the situation remains fluid, it serves as a reminder that global events can quickly reshape the economic landscape, often in unpredictable ways.

Against this backdrop, financial executives are uniquely positioned to guide their organizations with both agility and discipline. There are several key considerations as you balance opportunity with risk:

• Capitalize on Incentives Thoughtfully: Evaluate OB3-related provisions that support capital investment, workforce development, and innovation. Prioritize initiatives that align with your organization’s long-term strategy rather than pursuing short-term gains alone.
• Maintain Financial Flexibility: Preserve liquidity and access to capital to ensure your organization can respond quickly to changing conditions—whether to seize opportunities or weather disruptions.
• Enhance Scenario Planning: Incorporate geopolitical risk factors into your forecasting models. Stress testing for variables such as energy cost fluctuations, supply chain interruptions, and interest rate shifts can provide valuable insight.
• Strengthen Risk Management and Hedging Strategies: Review exposure to foreign currencies, commodities, and global suppliers. Where appropriate, consider hedging strategies to mitigate downside risk while maintaining upside participation.
• Stay Informed and Engaged: Regulatory guidance and global developments are evolving rapidly. Continued engagement with industry groups and professional networks—such as our society—can provide valuable perspective and shared best practices.

While uncertainty remains constant, so too does opportunity. The organizations that will thrive in this environment are those that combine strategic vision with operational resilience. As financial leaders, your ability to interpret policy changes, anticipate risk, and act decisively will be critical in shaping the path forward.

Jim Schildt 

President 

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