Not to mention father of the year and buddy for life.
Chen Tang, a former CFO of a private equity fund in San Francisco, is being accused of running an insider trading ring that includes friends, relatives, and his two daughters, aged 9 and 11.
Allegedly the ring made off with $8 million trading on non-public information related to Tempuc-pedic International, Inc. and Acxiom Corporation.
Tang’s daughters are considered relief defendants, as trades were carried out in brokerage accounts opened in their names. Personally we’d like to see them charged as the masterminds in this case but nothing in the complaint indicates that they knew anything about the scam.
The SEC stays on a roll with this latest bust, however this is the first case that we’ve heard of that includes minors (but still probably have maturity levels that are above Mark Cuban’s). The SEC obviously has to maintain the blind justice concept, so no mercy will be shown on the two pre-teens who probably spent the money on Miley Cyrus tickets.
The SEC’s latest haul includes two kids, aged 9 and 11… [FT Alphaville]
SEC Charges Former CFO and Six Relatives and Friends in California-Based Insider Trading Ring [SEC Press Release]
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Your Suspicions About the Controller Not Liking You Are Well Founded
Editor’s Note: A controller friend of GC — who is clearly in the Holiday spirit — presents their top methods of annoying the hell out of their co-workers. We have kept their identity secret* for their own protection. No one likes tragedy around the holidays.
Top ten ways a Controller can piss off co-workers:
1. Start charging for stamps.
2. Stop reimbursing your #1 sales guy’s T&E and when he calls to ask you where his check is tell him to “get fucked” and hang up.
3. Get up during a company meeting and announce that the new per diem has been reduced to $20 a day and that all employees must stay at La Quinta when traveling for business.
4. March into the CFO’s office and tell him your quitting and the books are fucked. Give him/her about 30 minutes to digest and then send them an email to say “just joshin’ ya, boss”.
5. Siphon off ALL the company’s money to an offshore bank account then parachute out the window into your Ferrari waiting below.
6. Write an all company email on December 25th announcing massive layoffs and your recent promotion to CFO.
7. Cancel the holiday party for “budgeting purposes”.
8. Announce that you need to sublease most of the company’s office space and that all employees will be doubling up in offices.
9. Let your corporate checking account go into the negative so that all your year-end bonus checks bounce.
10. Tell your staff that in order to close the books in three days you’re doubling the staff but and they’re going to have to work in shifts.
By,
Anonymous Controller
*For a price, certain information (read: name, address, usual routine) could be provided.
CFO: Philips’ Efforts Have Company Moving Up the Outsourcing Ladder
This story is republished from CFOZone, where you’ll find news, analysis and professional networking tools for finance executives.
As a follow-up to last week’s blog on Molson Coors’ experience with outsourcing, the CFO of the Latin American division of Dutch comglomerate Philips provided a different perspective Thursday morning at the Hackett Group’s best practices conference in Atlanta.
While Molson Coors’ CFO Stewart Glendinning expressed disappointment over high turnover rates at the outsourcing company the beer company signed up with, Philips’ Latin American CFO Ronald Eikelenboom said he planned on high turnover when he inked a deal with Indian outsourcer Infosys in late 2008 to expand the two companies’ relationship to Brazil, where Philips’ Latin American operations are based.
Eikelenboom told the audience (and me in a follow up video interview that will be posted shortly) that high turnover was central to Infosys’ business model, as the outsourcer keeps salary costs low by rotating from older to younger workers. But that turnover was priced into the terms of the deal, which at $250 million (for, I believe, the global contract, not just the Latin American part) is considered one of the largest of all such transactions. Too, the terms set a minimum level of performance, so it’s up to Infosys to manage the downside of high turnover.
Infosys had few qualms about Philips’ demands, said Eikelenboom, because the company was eager to expand into Brazil and the Philips deal gave it an entrée. So the CFO had enough leverage with the outsourcer to reassure himself about the potential risks.
“We’re building something together with Infosys,” he told the gathering. “We share the same aspirations.”
For that reason, Eikelenboom also expressed less concern than Glendinning did about outsourcing complex financial processes. And he said that was important for Philips as labor cost advantages in emerging markets dwindle over time as wages rise, and innovation and process improvement thus become more critical to the value that outsourcing creates.
“We’re moving up the ladder in BPO,” he said, referring to business process outsourcing.
With outsourcing, as with everything, I suppose, it’s different strokes for different folks.