The CFO's Desk

Part 2: Revenue Is Lying to You 👇
Your team just closed a big deal.
Revenue is up 📈
Looks like success, right? 👉
Not always.
Most managers equate revenue with performance.
Higher sales = better results.
But that logic is incomplete ⚠️
Because revenue hides real problems:
👉 Discounts silently killing margins
👉 Hidden costs eating your profit
👉 Delayed payments choking your cash flow
So you celebrate growth 🎉
While the business is quietly under pressure.
That disconnect?
It destroys financial credibility.
Shift your focus to what actually matters 👇
✔️ Gross margin per deal
✔️ Net contribution after all costs
✔️ Cash collection timeline
Revenue is just the headline 📰
Margin and cash tell the real story.
If you don’t understand that difference,
You’re not managing performance ❌
—you’re just chasing volume.

“Why busienss leaders Struggle with Numbers (And How to Fix It)”
Part 1:
You’re Managing Work, Not Business

You’re hitting targets. Delivering projects. Managing teams.
But here’s the uncomfortable question:
Are you actually managing the business?

Most leaders focus on operations — not outcomes.
You track tasks, deadlines, output
But you don’t track:
Profit per project
Cost overruns
Cash impact of your decisions

So what happens?
You think you’re performing well…
But the business may be losing money on your work.
And when senior management looks at numbers, not effort —
Your contribution becomes unclear.
That’s how careers stall without warning.

What to do:
Shift from activity → financial impact.
Start asking:
Is this project profitable?
Where are we leaking margin?
How does this decision affect cash?
Because management is not about doing more work.
It’s about creating measurable value.
And value is always financial.

#renewableenergy #solartariff #cfoinsights #bangladesh #sustainablefinance #energytransition | Thowhidulla Hamidi, ACCA 🌞 Solar Tariff Breakthrough in Bangladesh: Bangladesh has just witnessed a game-changing shift in solar power tariffs. Through open competitive bidding, the Bangladesh Power Development Board (BPDB) secured record-low offers averaging 8.27 cents/kWh, nearly 38% lower than the current average cost...

I believe many chartered professionals today fall short not just in thinking outside the box, but in even knowing what belongs inside it. Their communication is often so poor that they struggle to… | Thowhidulla Hamidi, ACCA I believe many chartered professionals today fall short not just in thinking outside the box, but in even knowing what belongs inside it. Their communication is often so poor that they struggle to convey outcomes or influence decisions, leaving their technical knowledge underutilized. From my experi...

On 21 August 2025, Britain’s iconic travel retailer WH Smith revealed a dramatic £30 million accounting overstatement in its North American division—triggered by prematurely booking supplier income. The news hit like a storm, erasing nearly £600 million in market value and sending its share price into freefall by over 40%.

The fallout was immediate:

North American trading profit projections were slashed from £55 million to just £25 million.

The group’s full-year pre-tax profit guidance dropped to about £110 million, far below analysts’ expectations.

A Deloitte-led independent review was commissioned to uncover how such a miscalculation could happen.

This misstep isn’t just a financial warning—it’s a leadership moment.

** Key Reflections & Takeaways**

Insight Why It Matters

Leadership demands accountability The CFO and leadership must be transparent, owning up to the error—this builds resilience and trust.
Robust controls are non-negotiable Even within growth divisions, internal financial checks must be reinforced to prevent premature revenue recognition.
Swift, credible response matters Engaging Deloitte signals the company is serious about restoring integrity and investor confidence.
Reputation recovery is strategic With North America central to WH Smith’s future, credibility is as vital as profitability.

Wrap-Up Thoughts

Every leader hopes to never lead through a crisis. But when it happens, it’s our response—not the error—that defines us. WH Smith’s accounting blunder is a vivid reminder that no growth plan can replace the fundamentals of governance, transparency, and strategic humility.

Would love to hear your thoughts: What’s your greatest lesson learned from leading—or working through—a major financial or reputational crisis?

At Dana Power Company Ltd., we don’t just run numbers — we fuel growth, energize industries, and engineer smart solutions. As a leading EPC contractor, filter importer, diesel generator service provider, and tender participant, we’re redefining the future of power solutions in Bangladesh.

Now, we’re looking for a finance-savvy, deadline-driven, detail-loving individual to join our finance and accounts team. This is not just a desk job — it’s an opportunity to work on real projects, shape financial strategy, and grow with a company that’s always in motion.

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🌟 Who You Are:

You think in numbers but speak in clarity.

You know your way around an LC like a captain knows a ship.

You understand that a trial balance isn’t just an Excel tab — it’s the heartbeat of business.

You're not afraid of project chaos — because you bring structure to every storm.

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🔍 Key Responsibilities:

Financial Reporting – Monthly, quarterly, and annual reports that tell the real story.

Project Accounting – Track EPC project costs, revenue recognition, and performance insights.

LC and International Trade Support – Collaborate with commercial and procurement teams on LC processing, import documentation, and banking matters.

Tender Finance Support – Prepare bid budgets, evaluate financial viability, and liaise with audit for documentation.

Basic Accounting & Compliance – Vouchers, ledgers, tax files, bank reconciliation — the backbone of any good finance team.

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🎓 What You Bring:

Bachelor’s or Master’s in Accounting / Finance / Business (ACCA partly qualified is a plus).

2–4 years of experience in a dynamic finance/accounting role (preferably in import-heavy, project-driven companies).

Hands-on with Tally/ERP/Excel — and not afraid of pivot tables or conditional formatting!

Understanding of LC, VAT, TAX, and local compliance.

Great communication skills — you’ll work across departments and sometimes even with customs officers!

🔗 Ready to Make Numbers Matter?

Send your updated CV to [email protected] with the subject line:
“Application for Senior Officer/Executive – Finance & Accounts”

We are #hiring! | Thowhidulla Hamidi, ACCA We are ! Know anyone who might be interested?

Corporate Genius: Thowhidulla Hamidi, ACCA | Thowhidulla Hamidi, ACCA Thrilled to announce my feature in an esteemed international business magazine. Grateful for the opportunity Thank you The inCap for your support!

https://theincap-com.cdn.ampproject.org/c/s/theincap.com/corporate-genius-thowhidulla-hamidi-acca/?amp=1

theincap-com.cdn.ampproject.org

Post-revolution power struggles: The economic challenges facing Bangladesh | Thowhidulla Hamidi, ACCA The Economics of Revolution: How political changes fuel transformation

https://www.yes.inc/publication/diversification-and-policy-reforms-are-key-to-redefining-bangladeshs-trade-landscape

Yes.inc Thowhid Ulla Hamidi, CFO of Dana Group, and Sourav Chakraborty, Finance Controller at ETG, discuss the need for diversification, digitization, and policy reforms to strengthen Bangladesh’s economic future