Debt and Equity Financing & Asset and Liability Management – Boardroom Finance: Strategy for Directors Training Course

In today’s boardrooms, financing decisions and balance sheet management are no longer confined to technical teams in treasury or finance departments. Directors must understand the strategic implications of debt and equity financing as well as the complexities of Asset and Liability Management (ALM). These decisions directly impact a company’s enterprise value, risk profile, liquidity position, and shareholder confidence.

The global corporate landscape is characterized by volatile interest rates, shifting capital markets, regulatory scrutiny, and investor activism. Boards are expected to navigate these challenges with clarity, ensuring that financial structures align with long-term corporate strategy. Whether approving a debt issuance, evaluating a share buyback, or overseeing interest rate risk exposures through ALM, directors play a decisive role in shaping a company’s financial resilience.

The program “Debt and Equity Financing & Asset and Liability Management – Boardroom Finance: Strategy for Directors”, offered by the Oxford Training Centre, is designed specifically for directors, non-executive directors, and senior executives. This course moves beyond academic finance and into strategic board-level oversight. It enables participants to interpret financing options, assess risk trade-offs, and monitor the effectiveness of ALM strategies that protect liquidity and optimize capital structure.

This intensive program equips directors with a practical, strategic view of financing and balance sheet management. It links the mechanics of debt and equity financing with enterprise-level decision-making in ALM, ensuring directors can evaluate:

• How financing decisions influence enterprise value and shareholder returns.
• The risks embedded in mismatched assets and liabilities.
• The use of Key Risk Indicators (KRIs), risk metrics prioritization, and cost-benefit analysis in financial oversight.
• How to align resource allocation with strategic growth while protecting capital adequacy.

Rather than teaching technical valuation models in isolation, the program emphasizes how boards must interpret IRR (internal rate of return), payback period, and discounted cash flow (DCF) in approving financing strategies or ALM frameworks.

Through real-world case studies, boardroom simulations, and scenario-based discussions, participants will gain the ability to oversee financial decisions that strengthen resilience, enhance transparency, and align with corporate strategy.

Objectives

By the end of this program, participants will be able to:

• Evaluate debt and equity financing structures from a governance perspective, focusing on capital structure optimization and shareholder impact.
• Interpret ALM frameworks, including asset allocation, liability matching, and duration gap management, in the context of enterprise risk.
• Apply financial evaluation tools (IRR, payback period, DCF) to assess financing proposals and ALM strategies.
• Oversee risk governance by prioritizing risk metrics, monitoring liquidity risk, and ensuring capital adequacy.
• Balance resource allocation between financing, operations, and contingency liquidity buffers.
• Understand regulatory expectations around capital adequacy, reporting standards, and disclosure obligations in financing and ALM decisions.
• Strengthen board-level decision-making by linking financing and ALM oversight directly to enterprise value and long-term shareholder trust.

Target Audience

This program is tailored for:

1. Board Directors and Non-Executive Directors with fiduciary responsibility over financing and balance sheet decisions.
2. CEOs, CFOs, and Treasurers who prepare and present financing and ALM strategies to their boards.
3. Audit and Risk Committee Members monitoring exposure to leverage, liquidity risks, and capital adequacy.
4. Private Equity Partners and Institutional Investors with oversight responsibility for portfolio companies’ financing and ALM practices.
5. Senior Executives in Banking and Corporates responsible for implementing funding and balance sheet optimization strategies.

Course Modules

Module 1: Strategic Role of Debt and Equity Financing in the Boardroom
6. Capital structure theory vs. practical corporate realities.
7. Debt financing: bonds, loans, revolving credit facilities—board-level trade-offs

Module 2: Equity Financing and Shareholder Implications
8. Share issuance, rights offerings, and private placements.
9. Share buybacks and dividend signaling from a board perspective.
10. Dilution risk and alignment with long-term shareholder trust.

Module 3: Asset and Liability Management (ALM) Frameworks
11. Duration gap management and interest rate risk oversight.
12. Liquidity buffers, contingency planning, and funding resilience.
13. Asset allocation decisions and liability matching for stability.

Module 4: Risk Governance and Oversight Tools
14. Using Key Risk Indicators (KRIs) at the board level.
15. Stress testing and scenario analysis for financial resilience.
16. Balancing risk appetite with strategic growth objectives.

Module 5: Regulatory and Disclosure Expectations
17. Basel and IFRS implications for financing and ALM decisions.
18. Board responsibilities in financial reporting and transparency.
19. Aligning governance practices with regulatory compliance.

Module 6: Case Studies and Boardroom Simulations
20. Real-world case analysis of debt-equity trade-offs.
21. Boardroom simulations on ALM crisis management.
22. Lessons learned from corporate financing failures and recoveries.