Advanced Executive Accounting and Finance Training Course – London, 26 Jul – 6 Aug 2027

Advanced Executive Accounting and Finance is a 2-week training course for finance managers, group controllers and treasury leads stepping into senior finance roles, who leave with an executive finance pack that links the month's ledger results to the board's strategic choices. Boards now ask the finance function to explain not only what was booked but what it means for funding, growth and shareholder returns. Advanced Executive Accounting and Finance is delivered by Jupiter Prime Training.

Why Executive Accounting and Finance Matters Now

Three groups shape executive accounting and finance today. Audit committees expect a faster, cleaner close with fewer post-closing adjustments. Lenders and rating analysts scrutinise covenant headroom, liquidity buffers and refinancing risk. Chief executives want controllers who can turn consolidated results into options for capital allocation. A finance function that closes quickly and reports clearly earns a seat in strategy; one that delivers late or inconsistent figures loses credibility with the board and its banks. The course rests on International Financial Reporting Standards (IFRS) issued by the International Accounting Standards Board (IASB), including IFRS 15 on revenue and IFRS 16 on leases.

Who Gains Most from Executive Accounting and Finance

• Controllers who own the month-end close, reconciliations and the trial balance sign-off
• Group reporting leads who consolidate subsidiaries, eliminate intercompany balances and prepare segment results
• Treasury leads who manage bank facilities, liquidity forecasts and foreign exchange exposure
• Financial planning heads who translate ledger results into forecasts and performance commentary
• Deputy finance directors who prepare papers for the audit committee and the board

A group finance office that sends its controller, reporting lead and treasury lead together gains most, because they can align close timetables, consolidation adjustments and cash forecasts in one board narrative.

Executive Accounting and Finance Capabilities

Participants connect the general ledger, the group consolidation and the treasury position to the questions a board asks every quarter.

• Design a month-end close calendar with accrual, prepayment and reconciliation controls — the audit committee
• Build a group consolidation with intercompany eliminations and non-controlling interests — group shareholders
• Apply IFRS 15 and IFRS 16 judgements to contract revenue and leased assets — external auditors
• Calculate weighted average cost of capital and use it to screen strategic investments — the investment committee
• Specify a thirteen-week liquidity forecast with covenant headroom tests — relationship banks
• Communicate segment margins and cash conversion in a board-ready commentary — the chief executive

Key Executive Accounting and Finance Terms

• Month-end close — the sequence of postings, reconciliations and reviews that finalises a period's ledger before reporting
• Consolidation — combining the accounts of a parent and its subsidiaries into one set of group statements
• Intercompany elimination — removing sales, balances and profits between group companies so group results show only external trade
• Weighted average cost of capital (WACC) — the blended return required by lenders and shareholders, weighted by their share of funding
• Covenant headroom — the margin between a reported ratio and the limit agreed in a loan agreement
• Segment reporting — disclosure of revenue, profit and assets by operating segment as the chief decision maker reviews them

Executive Accounting and Finance Day by Day

Day 1: The Senior Finance Mandate

• Finance Function Operating Model — Controllership, Treasury and Planning Responsibilities
• IASB Conceptual Framework — Qualitative Characteristics Behind Reporting Judgements
• Audit Committee Expectations — Shaping the Executive Reporting Calendar
• Stakeholder Map of Lenders, Auditors and Shareholders — Prioritising Information Needs
• Finance Maturity Self-Assessment — Selecting Improvement Priorities

Day 2: Ledger Integrity and the Accounting Cycle

• Chart of Accounts Design — Reporting Granularity Versus Posting Simplicity
• Accruals, Prepayments and Deferred Income — Period Cut-Off Decisions
• Balance Sheet Reconciliation Standards — Evidence for Sign-Off
• Journal Approval Controls — Segregation of Duties in Posting
• Close Calendar and Critical Path — Shortening Days to Report

Day 3: Revenue, Leases and Asset Judgements

• IFRS 15 Five-Step Revenue Model — Contract Revenue Timing
• IFRS 16 Right-of-Use Assets and Lease Liabilities — Effect on Gearing
• Asset Impairment Testing — Carrying Amount Versus Recoverable Amount
• Provisions and Estimates — Documenting Management Judgement for Auditors
• Accounting Policy Papers — Defending Treatment Before the Audit Committee

Day 4: Group Consolidation

• Control Assessment and Group Structure Charts — Which Entities to Consolidate
• Intercompany Matching and Eliminations — Clean Group Balances
• Non-Controlling Interests and Goodwill — Presenting Partial Ownership
• Foreign Currency Translation of Subsidiaries — Exchange Differences in Equity
• Consolidation Pack and Group Reporting Timetable — Subsidiary Submission Quality

Day 5: Management Accounting for Executives

• Segment Profitability and Transfer Pricing Between Units — Fair Performance Comparison
• Standard Costing and Margin Bridges — Explaining Movements to Executives
• Key Performance Indicator Trees — Linking Operational Drivers to Earnings
• Customer and Product Profitability Matrices — Portfolio Pruning Choices
• Balanced Scorecard Financial Perspective — Aligning Targets With Strategy

Day 6: Working Capital Discipline

• Days Sales Outstanding and Collection Policy — Credit Limits for Key Accounts
• Days Payable Outstanding and Supplier Terms — Balancing Cash and Supply Security
• Inventory Days and Obsolescence Reviews — Releasing Trapped Cash
• Supply Chain Finance and Factoring — Funding Receivables Off Balance
• Working Capital Dashboard — Cash Targets for Business Units

Day 7: Treasury and Liquidity

• Thirteen-Week Cash Forecast — Spotting Liquidity Pinch Points
• Bank Facility Structure and Covenants — Headroom Monitoring Before Breaches
• Cash Pooling and In-House Bank Arrangements — Group Liquidity Use
• Foreign Exchange and Interest Rate Hedging — Exposure Policy Limits
• Counterparty Limits for Deposits — Protecting Surplus Cash

Day 8: Capital Structure and Funding

• Debt Versus Equity Funding Mix — Target Leverage for the Group
• Weighted Average Cost of Capital Build-Up — Risk-Adjusted Hurdle Rates
• Dividend and Share Buyback Policy — Returning Surplus Capital
• Credit Rating Metrics — Funding Cost Implications
• Refinancing Calendar and Maturity Profile — Avoiding Funding Cliffs

Day 9: Strategic Investment Decisions

• Discounted Cash Flow for Strategic Projects — Capital Allocation Ranking
• Acquisition Versus Organic Growth Comparisons — Shareholder Return Trade-Offs
• Real Options and Staged Commitments — Flexibility Under Uncertainty
• Portfolio Review of Underperforming Units — Divest, Fix or Hold
• Investment Committee Paper Structure — Framing Decisions for Directors

Day 10: Practising the Executive Finance Pack

• Close Timetable and Reconciliation Evidence — Applying Day 2 Controls
• Consolidated Results and Segment Bridges — Applying Days 4 and 5
• Telecoms Operator and Construction Contractor Cases — Peer Challenge of Liquidity Forecasts
• Funding and Investment Recommendations — Applying Days 8 and 9
• Executive Finance Pack — Results, Cash Outlook and Board Decisions

Applying Executive Accounting and Finance After the Course

• Map the current close calendar against its critical path and remove two days from the next period's reporting timetable
• Launch a thirteen-week liquidity forecast with covenant headroom tests and share it with the treasury committee

Executive Accounting and Finance Questions (FAQ)

What is Advanced Executive Accounting and Finance and why does it matter now?

Advanced Executive Accounting and Finance joins controllership, group reporting, treasury and capital allocation at board level. It matters now because audit committees, lenders and chief executives expect faster closes and finance leaders who explain what results mean for funding and growth.

Which roles gain most from Executive Accounting and Finance?

Controllers, group reporting leads, treasury leads, planning heads and deputy finance directors gain most. Cases from a telecoms operator and a construction contractor show how consolidation, liquidity forecasting and board commentary differ across business models.

How does Advanced Executive Accounting and Finance differ from a shorter finance technology course?

It covers the full executive finance remit over two weeks rather than automation tools alone. Shorter technology-focused courses concentrate on software for reconciliations and forecasting; here you master consolidation, treasury, funding structure and board reporting as one system.

What do you bring back from Executive Accounting and Finance?

You bring back a board-ready pack combining close evidence, consolidated and segment results, a liquidity outlook and funding and investment recommendations. It is structured for your audit committee and chief executive.

Executive Accounting and Finance: The Way Forward

The executive finance pack brings the period's consolidated results, liquidity outlook and capital recommendations into one board narrative. Its first decision is how much surplus cash the group commits to investment or distribution next quarter, and the chief financial officer uses it to brief directors. After its first quarterly cycle, revisit hedging limits and the hurdle rate as funding costs move.