SOX Center

This past April, Japanese pitching sensation Daisuke Matsuzaka wowed Red Sox Nation with his “gyroball.” From now until next April, Dave Sackett expects to be equally mesmerized by Japan’s version of the corporate curveball.

The corporate controller of Ulvac Technologies is charged with implementing J-SOX — the Japanese edition of the Sarbanes-Oxley Act (sometimes abbreviated as SOX). The process is a “huge deal” at the Methuen, Mass.-based subsidiary of Ulvac Inc. of Japan because the private firm (the parent is public) has never thought much about documenting internal controls or formalizing its audit trail. “Our reporting has been kind of loose in the past, but now we need to document everything,” Sackett says.

CFO.com: CFOs and controllers at U.S. subsidiaries of Japanese firms begin implementing the Japanese version of Sarbanes-Oxley.

Fifty percent of the CFOs who left companies did so for reasons other than finding another job. Those included inability to fit culturally into the organization, the increasingly stressful demands of the position and lack of current knowledge related to Sarbanes-Oxley, according to a survey by Right Management.

CFOs lasted in their positions for more than five years at 48 percent of the 191 organizations surveyed. However, CFOs stayed in their jobs for less than three years at 25 percent of companies. It typically takes between three and five months to replace a departing chief financial executive, according to the survey.

Respondents included primarily human resource managers and executives at mid-sized to large organizations in all industries.

SmartPros: Job Moves Account for Just Half of CFO Turnover

Finance chiefs think that the revised SEC and PCAOB standards won’t change anything because they cancel each other out.

Mismatches between the internal-controls proposals of the Securities and Exchange Commission and the Public Company Accounting Oversight Board will keep compliance with Section 404 of the Sarbanes-Oxley Act overly burdensome and costly, CFOs think.

In letters to the SEC and the PCAOB commenting on the regulators’ proposed revisions to their guidelines, senior finance executives say that the tone and wording of the rules are too different to accomplish their main goal: to get senior top corporate management and audit firms on the same page in assessing and attesting to a company’s internal controls over financial reporting.

CFO.com: “CFOs: 404 Compliance Back at Square One”

Shareholders and board members should prepare for record turnover among Chief Financial Officers (CFOs) in 2007, according to a new survey from executive services firm Tatum, LLC. Data from the survey suggests that compliance headaches such as Sarbanes-Oxley requirements and unrealistic demands from board members and CEOs will drive more than 2,300 CFOs from their positions in 2007.

We are approaching an inflection point in the office of the CFO, and corporate America may soon find that creating shareholder value is impossible with what is quickly becoming an itinerant CFO,” said Richard D’Amaro, Tatum Chairman and CEO. “Many CFOs are fired or resign not because they weren’t a good match for the company when they were hired 20 months ago, but rather because the business has evolved so quickly that their capacity and capabilities are no longer an ideal match for the company.”

A record 2,302 CFOs left their positions in 2006, according to independent research firm Liberum Research. A survey of more than 150 Tatum partners in the firm’s Executive Practice last month indicates that 93 percent believe CFO turnover in 2007 will be as high or higher than 2006. Only seven percent of the respondents expect to see fewer CFO departures in 2007.

Morningstar: New Survey Predicts 2007 Will Set Record for CFO Turnover