Picking Seven
I was recently approached by a group of supporters asking that I name the other six candidates that I favored. I explained that I was not in favor of any particular individuals, but did hope that they would consider those that are well qualified to address CFA's deteriorating financial dilemma - candidates with a formal education and experience in significant affairs involving business planning and execution as well as experience as Directors on Boards other than CFA's.
I would like to serve on a Board that is comprised of such people, as I have in the past, for the following reasons: CFA's First priority must be to re-establish a position of financial security and growth. In the business end of an organization, whether it is a church sewing bee or a Fortune 500 company, what comes in must equal or exceed what goes out. In the sewing bee, most any member can keep track of that with ease. In larger organizations with diverse services, products, or performance requirements, financial implications of organizational decisions require sophisticated reviews. It is foolish to believe that anyone with sparse experience in sophisticated financial projects can somehow grasp and address all the financial implications of weighty CFA decisions simply because they want to and believe they can. That is not to say that financial acumen is the only requirement of a productive CFA Board member. The Board needs to be comprised of members with a variety of experiences and education in CFA affairs. Keep in mind, however, that the present flaw in CFA's financial fabric can and will unravel and rot if not carefully treated by those that have applied their education and talents in such financial reconstructions successfully. It does not suffice to simply brainstorm ways to bring in more revenue or cut expenses. Raising money by selling assets does not increase revenue - it may decrease revenue! Registering Household Pets may increase revenue but undermine CFA credibility as a registry of PEDIGREE cats at a cost undiscovered in a rush to find quick fixes. This is not to diminish the need for any such action. It must be understood that all “fixes” are risky and jumping from fix to fix is to invite unknown unhappy consequences. Such approaches – and the Board is hotly pursuing just such a course at present - should be replaced by properly addressing the problems CFA is facing. We do not need to spend big bucks on outside studies and the like. We have, running for office right now, people with the desire, education, and experience to quickly pull CFA’s floundering finances out of the quagmire, assess its health, address its afflictions, apply the medicine of sound financial planning and set CFA on a course of robust financial vigor. I know this can be done – and done within a very short time span. – Not by a group that spent the night in a Holiday Inn Express last night - but by a group that has spent years in the practice of applying their educations and talents to serious and complicated financial matters. I hope that you support me in this effort. I trust that you can discover six others among the extensive list of candidates qualified to help in this effort as well.
