Keeping Work in Perspective

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Your features devoted to Work/Life (November 2004) were disheartening for aspiring CFOs, to say the least. I'm not changing my chosen ambition, but I will remain intent on taking my full vacation — and then some. I don't care if I don't get paid for the extra week. Engaging the world is just as important as succeeding in one's career. I'm not working in finance for my health, you know.

Dan Goldzband
Via E-mail

Once again CFO magazine offers cutting-edge and insightful coverage of an important topic with the articles on work/life for the senior finance executive. As a former CFO and now board member dealing with Sarbanes-Oxley at several companies, I am sympathetic to the onerous responsibilities and risks that the CFOs (and CEOs) must take. It has become more important than ever to make intelligent choices for business success and find time for personal priorities.

Blythe J. McGarvie
President
Leadership for International Finance
Williamsburg, Virginia

I have been in business development in both private and public organizations, and I could really relate to the story "Hard Times" (November 2004). In my current role as managing director of Central Connecticut State University's Institute of Technology and Business Development, I am more like a CEO or president.

Having worked in Corporate America and done international business, I understand very well the stresses mentioned in the article. Living and working by cell phone, laptop, and BlackBerry 24/7, including while on vacation (never taking all of it, either), takes its toll. Sorting out the producers and nonproducers very early on makes the job a bit easier from the start. Finding the right people and getting them in the right jobs is crucial to organizational success. Management by walking around is essential.

After reading the article, I again realized that I must refocus on my health and my family. In the end, this is what it's all about.

Richard C. Mullins Jr.
Managing Director
Central Connecticut State University
Institute of Technology and Business Development
New Britain, Connecticut

A Solution to the DoD's Problems
A number of my colleagues thought I misquoted "Losing Battles" (October 2004) when I said that the Department of Defense spent an eye-popping $19 billion on business systems in fiscal 2004. Imagine what the cost would have been if the DoD were subject to Sarbanes-Oxley's Section 404. While others shook their heads in disbelief, I came up with a solution: the DoD should outbid Oracle for PeopleSoft! The current bid is just under $8 billion, or $11 billion in savings. Owning PeopleSoft would provide a consistent platform to supplant the estimated 4,000 systems in place at a fraction of the cost. The DoD would have a viable commercial business, to boot. With a built-in marketplace (it's just a hunch, but I believe other governmental agencies may have similar problems), it should do very well.

Don't forget my consulting fee — 10 percent of the expected taxpayer savings in the first year, rounded to the nearest billion. Please wire the $1 billion.

Timothy Walsh
Founder
Audit Committee Advisors
Simpsonville, South Carolina

Get On with It
After reading the two letters critical of Public Company Accounting Oversight Board chairman William McDonough ("Strong Words for the PCAOB," October 2004), I found myself quite annoyed. Instead of whining about the difficulties of detecting collusion or the burden of Sarbanes-Oxley compliance, the two letter writers, Mr. Land and Mr. Schwartzenhauer, would do much better to "suck it up" and get on with the tasks at hand.

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