The CONNECT Steering Committee consists entirely of your contemporaries, meaning we tackle the trends with potential to make profound impact in the financial domain.
People represent the greatest investment opportunity in any company. They’re also the greatest challenge. And the challenges multiply when people work together on teams. Despite the dysfunction of the majority of business teams, teamwork has never been more important for fast-growth companies. In this session, you’ll learn how to accelerate the effectiveness of new teams and new leaders, how to deal effectively with contentious teams and teammates, how to optimize high-functioning teams and navigate change initiatives, and how to develop and retain your high potentials.
Key Takeaways:
How to accelerate the effectiveness of new teams and new leaders.
How to deal effectively with contentious teams and teammates.
How to optimize high-functioning teams and navigate change initiatives.
How to optimize high-functioning teams and navigate change initiatives.
*CPE Credit-Participants will be able to identify the 5 most significant team challenges and share ways to engage these issues and solve them to create dynamic teams and extraordinary outcomes. Field of Study: Personnel/HR
Financial Technology, Tools & Trends Capital One - Regional Vice President
You have access to the latest technologies—but how do you actually implement them? Although the payments industry is innovating at a rapid pace, the 2017 survey on payment evolution conducted by Capital One and NAPCP showed varying degrees of implementation. The missing piece of the puzzle to introducing new technologies is making the transition from old processes to new ones. With the increased focus on innovation in 2018, working with clients—training, migrating and onboarding—is more critical than ever. Attendees will be able to:
Key Takeaways:
Understand key survey results
Briefly discuss the course of payment evolution over time
Get insight into barriers companies face in adopting new payment technologies, and how to overcome these barriers
Business is changing and finance must change with it. It is no longer sufficient for a CFO to simply report the news. The finance function, led by the CFO, must now lead in strategic plan development and partner cross-functionally across the business to drive implementation of the strategy to achieve results. The finance team must lead in the creation of actionable and measurable KPI’s to evaluate status. These measurements must be real-time rather than the historic quarterly or monthly updates. The CFO must leave the transition to automation, including deciphering big data, to ensure that analysts have time to add value rather than simply manipulate data into reports. The CFO must be able to identify, develop, recruit, and maintain talent. Due to the new role of finance, many areas within finance are becoming true talent pipelines into other areas of the organization. While this is a great development for young finance professionals looking for broad career opportunities, it further challenges the CFO to ensure the depth of talent is sufficient and career pathing is in place to handle the constantly changing environment. My presentation will include best in class roadmaps and examples of pros and cons to many of these challenges.
Key Takeaways:
Strategic vision
Finance department evolution to strategic business partner
Recruiting, training, and retaining a strong finance team
Finance’s role as a leader throughout the business
Forward-Thinking Financial LeadershipWarner Bros Entertainment Inc - Vice President Financial Process Improvement
As a leader in finance, it is vital that we produce value for our respective companies. Executives depend upon our critical thinking, analytical and presentation skills. Leveraging our teams is the most important factor in meeting our functions objectives. Deborah Newman developed servant leadership, that focuses on providing teams with the tools, opportunities and coaching they need to produce phenomenal results. Other by products of her approach include creating an uplifting environment, engendering team loyalty and providing optimal value to the company.
Key Takeaways:
Establish loyalty with your team
Achieve optimal results
Create an uplifting environment
Optimize your teams talent by focusing on individual strengths
Speaker
Deborah Newman
Vice President Financial Process ImprovementWarner Bros Entertainment Inc
Zespri has undertaken material growth through it’s global expansion programme. The expansion has been through Asia / sub continent / Middle East / North and South America. Zespri focus in each country is to get closer to the customer therefore moving further down the value chain. The expansion has driven a large amount of change and has therefore continually changed the risk profile of the business. The presentation will focus on: 1 Finances position in global expansion 2 Understanding and managing risk 3 Developing and implementing a compliance framework 4 Deeper dive into China
Key Takeaways:
Finances position in global expansion
Understanding and managing risk
Developing and implementing a compliance framework
Strategic Financial ManagementEdison Energy - Vice President, Sales
Energy is the largest unaddressed risk faced by most companies, and can exceed foreign currency, interest rate & other operational risks. For many companies, a 10% change in energy costs can impact earnings-per-share by 5% or more.
How likely is this to happen & what could cause it within this business planning cycle, or the next?
Most companies do not allocate the internal resources to quantifying these answers, leaving them exposed to potential impacts. This is an increasingly important area of due diligence, as the markets are going through fundamental changes (e.g. coal retirements, renewable build-out) and utilities are increasingly allowing corporate input on different rate schedules.
Given the rapidly changing energy markets and facility operations, most companies do not yet have a road map of how the organization’s energy cost structure is set to be impacted over the next 5,10, or 15 years. In this session, we will explore how taking a strategic, analytics-based portfolio approach to energy management helps clients increase risk-adjusted return on capital, protect themselves from rapidly changing markets and products, and outperform their competition.
Key Takeaways:
Learn what an energy portfolio is, how the methodology differs from other energy management strategies, and why leading companies are adopting the portfolio approach.
Learn how a comprehensive portfolio approach can bring together different stakeholders
Learn how to educate senior management on the materiality of energy management.
Technology & Transition in FinanceThe IT Effectiveness Group - Founder & CEO
40 years of vast experiences in the IT cost cutting arena – all well documented – has produced an extensive cookbook that is used to reduce IT expenses without cutting headcount. During this session, we will cover the 5 efforts that produce the greatest results. We will also cover why these opportunities exist and most importantly, what needs to be done to eliminate the waste.
Key Takeaways:
Top 5 Opportunities for IT cost savings
How these wasteful expenses happened in the first place and what to do to keep the from occurring again
How to discover the waste and eliminate it
An approach to perpetually maximize your IT investments
Technology & Transition in FinanceBed Bath & Beyond - Vice President of Finance
Jason will walk through the steps he’s taken to get FP&A out of the report building business and into the business value creation business by embracing IT. Recent trends have finance and IT coming into much closer alignment especially concerning shared initiatives like business intelligence and data governance. Jason will lay out the process he’s used to navigate the ever changing and sometimes murky waters.
Strategic Financial ManagementTrion, a Marsh & & McLennan Agency LLC - SVP Health & Welfare Consulting
Healthcare costs are second to payroll! Learn what Top-Performing companies are doing to control costs while still maintaining robust benefit packages at affordable prices. We will cover the top 5 strategies deployed to beat medical trend more effectively!
Key Takeaways:
State of the Market Overview – what’s driving costs both currently and what is around the corner
Key thoughts on areas we need to focus on for long term cost management
Top 5 strategies proven to reduce medical costs and improve patient outcomes
Speaker
Marybeth Gray
SVP Health & Welfare ConsultingTrion, a Marsh & & McLennan Agency LLC
Working together effectively is critical for Corporate Boards and the C-suite, particularly during an organizational transformation where the makeup of the Board substantially changes. GNC recently agreed to a $300 million strategic joint venture with Harbin Pharmaceutical Group, part of Hayao. At closing (expected in second half of this year), Hayao will own 40 percent of GNC on a convertible basis and five Hayao members will join GNC’s board. Tricia Tolivar, CFO of GNC, is working to ensure the upcoming transition is smooth and helping management lead the business and its employees through the change. In this discussion, Tricia will explore the importance of the CFO’s role in business transformation, as well as how CFOs and senior leaders can find common ground in the boardroom.
Key Takeaways:
How to lead in a time of corporate transition
Working with the executive management team to ensure successful boardroom integration
CFO’s role in guiding the business, and setting the tone for the future
Why the board plays a critical role during and after corporate transitions
Progressive Governance, Risk and Compliance TrendsAmerican Outdoor Brands - Vice President
As data privacy regulation has taken hold, and companies are wrestling with how best to manage the risks associated with collecting, handling, securing and transferring personal information the corporate mindset over personal data needs to shift. To ensure corporate buy in, regulatory compliance and overall data privacy control, companies should begin to think of the data they collect similar to the way they manage and protect cash. Similar to cash, managing personal data should involve an awareness of where data is coming from, how it is received, what happens to data once “inside” the company and what has happened when data is transferred out? As a result, effective data privacy control has become a key element of risk management.
Key Takeaways:
New Definition of Personal Information
Overview and Awareness of current and upcoming data privacy regulations
Key risks associated with data privacy and control objectives to help mitigate exposure and risk
Stakeholder expectations with regard to the handling of personal information
Strategic HR and OperationsSIRVA - Senior Vice President, Global Compensation & Payroll Services
We all know that Company sponsored relocations have a cost – but what is the Company getting in “return”? Definition of ROI Why is it the “Holy Grail” of Global Mobility? Defining and Measures Costs Hard Costs Reporting Requirements Soft Costs How/ What to Measure Defining and Measuring “Returns”
Key Takeaways:
Definition of ROI
Defining and Measures Costs
Defining and Measuring “Returns”
Speaker
L. Sean Raney
Senior Vice President, Global Compensation & Payroll ServicesSIRVA
CFO Leadership & InnovationUnit4 - Director of Product Management, Software Development
With expectations for faster response times to more complex questions, and fewer resources to get the job done, we are all under increasing pressure to perform and deliver. How can Self-Driving solutions support you with your Performance Management tasks? And, how can you benefit from the use of Artificial Intelligence? Join us to discuss the current state of the office of the CFO and how to get ahead in the face of tough competition.
Key Takeaways:
Technologies and their impact on FP&A + S&OP
Why AI will be a game changer for FP&A + S&OP
How to leverage AI to your strategic advantage in the face of tough competition
Speaker
Sascha Alber
Director of Product Management, Software DevelopmentUnit4
Financial Trends, Innovation and Digital TransformationOCC (Options Clearing Corporation) - Chief Financial Officer
In the financial markets, risk management is everything – but not every company has committed to placing a risk-oriented mindset at the core of its corporate culture. How can CFOs collaborate with their risk departments to position proactive risk management as an enterprise-wide rallying cry instead of something strictly relegated to the risk team? And what are the benefits of doing so?
Key Takeaways:
The role that CFOs play in guiding cultural change within the finance department and across the organization, and how they can help their risk departments position the topic of “risk-oriented culture” as a mainstream issue within the company.
How a risk-oriented company culture helps OCC do its part to manage “chaos” in the marketplace, by arming the organization with the tools needed to address market volatility and disruption – and how other companies can adopt this mindset.
The benefits of market stability, confidence and integrity that a proactive, risk-oriented corporate-wide mindset within SIFMUs and other financial institutions provide for investors and the broader marketplace.
The session will provide definitive suggestions for implementing finance driven technology tools such as reporting dashboards, payables automation, GL connection tools, time tracking software, capital project analysis, and Excel techniques that drive efficiency.
Key Takeaways:
Tips on evaluating and implementing AP automation solutions
Discuss the varying challenges of leading the Finance organization during a turnaround including, working capital, capital allocation, capital structure and core financial reporting.
Key Takeaways:
Strengthen your balance sheet & access to capital
Blocking and tackling; no distractions with external reporting
Cash management & optimize working capital
Insightful business partner and helping the commercial teams succeed
Are you keeping up with an evolving risk landscape or is it keeping you up at night? Accounting scandals are not just headlines of the past, they are happening every day. Your organization is constantly exposed to risk; you cannot operate with a business-as-usual mentality. Change is constant and the stakes are high. Leveraging technology enables your accounting and finance department to reduce their overall risk exposure. Your organization has the opportunity to automate repetitive tasks, eliminate data entry errors, gain workflow visibility and accountability, and strengthen the overall control environment.
Key Takeaways:
Recognize risk as a factor that consistently impacts organizations whether they are experiencing rapid growth, increasing in complexity, resistant to change, or are working to implement best practices.
Identify common practices and processes that can expose organizations to fraud.
Review departmental and organizational process improvement opportunities by leveraging technology to reduce risk, challenge current processes, and utilize your team’s time and their skill sets to reduce your organization’s risk exposure.
Technology & Transition in FinanceProphix Software Inc. - VP, North American Customer Sales
AI has already made inroads into many industries. But the Office of Finance is already proving to be an early adopter and ripe for disruption. The ability to analyze data, calculate risks and quickly inform decision-making is crucial to finance’s role in the organization. Finance runs on data. Historically, finance leaders have had to pour through data in time-consuming ways. There’s immense value to be had in automating planning, budgeting, forecasting and reporting. Join Neal as he details how he sees the future changes in the finance world and offer advice how the Office of Finance can prepare for the next evolution in FP&A.
Key Takeaways:
How AI & innovation is transforming the finance function and the evolving role of the CFO as a key strategic player
Learn about how machine learning and natural language progression (NLP) produce deep learning
Leveraging financial innovation to transform the business and drive results
Speaker
Neal Khan
VP, North American Customer SalesProphix Software Inc.
The flexibility afforded by a company’s capitalization is critical to its growth. Management and Boards are best served by taking a long term strategic view in managing the evolution of the company’s capitalization. There is a balance between short term financing requirements and the longer term implications of these decisions. A company’s capitalization table will dictate the financing alternatives available to it over time thereby enabling or preventing its growth. Trust relationships between investors, management, and the Board members matter. Through the discussion of a case study, attendees will gain an appreciation of managing cap tables strategically to best position a company for growth.
Key Takeaways:
A company’s capital structure enables or prevents its growth
Financing alternatives are determined by the company’s performance and prospects
Stakeholders (Investors, Board members, Management, Employees) do not necessarily have the same incentives
Financial Trends, Innovation and Digital TransformationKraft Heinz - Global Director of Finance IT
The next stage of finance and accounting is already taking shape with the use of AI and RPA, is your company prepared? AI can provide greater insights into your business while RPA saves you time and money.
Governance, Risk Management & ComplianceLarson Design Group - Vice President of Finance
The purpose of this session is to highlight how risk assessments can go from merely being a concept to becoming a critical component of any organization. A successful risk awareness culture is one in which employees at all levels of the organization recognize it as such. Too often, organizations’ risk assessment and risk management initiatives die prematurely because there is a lack of ownership and/or committed responsibility over the process. Interestingly, this absence of commitment to the process exists because the question “what then do we do with it?” is unanswered. This session will answer that question.
Banking and Capital Markets PricesAFMS - Founder & CEO
EXPERT Carrier Contract Negotiation advice, Including Auditing Ideas to reduce your shipping costs.
A lot of changes are happening today with UPS and FedEx and the levels of complexity surrounding today’s contracts. Get valuable information to better manage your ongoing transportation pricing contracts and carrier contract changes. How you, can have best-in-class pricing and reduce overall shipping costs by 15-25%. You will walk away from this informative session with a new perspective on how to negotiate with the carriers.
Key Takeaways:
What has created these pricing changes? The data capture technology carriers use today has allowed them to bill for services and extra costs they physically couldn’t charge for a few years ago.
What can a shipper do to offset these new charges? Gain a better understanding of the impact these changes are going to have on your company; How much of your transportation spend is in accessorial charges or base rate charges. Tips to negotiate better discounts from former UPS and FedEx VP’s and pricing managers.
How to establish shipping costs benchmarks prior to beginning any carrier negotiations. Ways to reduce the impact of accessorial charges and other not so obvious contract fee’s.
How auditing your shipping can actually save you an additional 1-4%. Parcel (FedEx, UPS, DHL), both domestic and global shipping solutions.
Forward-Thinking Financial LeadershipJACK Entertainment LLC - SVP Finance and CAO
Creating and sustaining high performance teams are central to the ability to deliver on a company’s strategy. Accomplishing this goal takes intentionality from recruiting, onboarding, training, development, mentorship and engagement. We will review strategies and techniques to build and sustain powerful team of people to help drive and deliver on your mission.
Key Takeaways:
Techniques to find the people you need for tomorrow.
Approaches to maximize the effectiveness of talent once you find it.
Approaches to use diversity among people to deliver exponential results.
Technology & Transition in FinanceRamco Systems - AVP – Solution Advisory & Presales
The evolving marketplace has made it imperative for technologies to become light and easily accessible. Businesses today are no longer tied down by the traditional boundaries of space and time. Work is 24/7, inter-connected and constantly on the move. Consequently, ERP solutions too need to break free from the clutter of excessively complicated technicalities to become simple, easy-to-use and scalable. The world is moving towards a leaner, efficient and contextual information delivery model, with embedded analytics. Spruce this with an element of Chatbots and Voice and you encounter a whole new world of Finance. This seamless experience is complemented by the availability of easy to use intuitive self-service on mobiles (Android/iPhones), tablets (iPad/Android tabs) and of course desk top and laptops. While a typical commoditized financial & accounting solution can at best remain a transactional reporting system, the future is all about building an API-economy where applications integrate and interact with each other seamlessly.
Key Takeaways:
ERP solutions need to break free from the clutter of excessively complicated technicalities to become simple, easy-to-use and scalable
A futuristic Finance system is all about building an API-economy where applications integrate and interact with each other seamlessly
Systems are moving towards Voice UIs, BOTs, Self service on Mobile and Tablets
Progressive Governance, Risk and Compliance TrendsHSBC USA - Executive Vice President , Head of Regulatory and Risk Analytics
Financial risk management has experienced substantial changes in the past decade. The prevailing trends of changes would profoundly transform banking industry even more in the upcoming years. These trends include more demanding of global regulations, more important of non-financial risks, stress testing emerges as a major supervisory tool, broader and accelerated adoption of digital technology and new techniques including artificial intelligence and machine learning, more reliance on the advanced analytics as a service, and more collaboration between risk, finance and other business and functions.
Key Takeaways:
More demanding global regulations
More important of non-financial risks
Accelerated adoption of digital technology
More important of advanced analytics
Speaker
Gordon Liu
Executive Vice President , Head of Regulatory and Risk AnalyticsHSBC USA
Leadership & Learning DevelopmentTravis Credit Union - Senior Vice President and Chief Human Resources Officer
If you promote someone from a manager to an AVP, or from an AVP to a VP, what’s the difference? In many companies, it’s a matter of tenure. However, if there are not distinct differences in performance expectations from one level to the next that can be effectively articulated, measured and enforced, you will be setting yourself up for ER issues, leadership gaps, succession gaps and poor knowledge management.
Key Takeaways
Overview of leadership categories based on performance standards
Setting clear performance distinctions between levels
Identification of who does/doesn’t fit within these levels
Key leadership imperatives to help identify leadership at various levels
Speaker
Arthur Schwartz
Senior Vice President and Chief Human Resources OfficerTravis Credit Union
Leading Financial StrategySupplyCore Inc - Chief Financial Officer
How SupplyCore leverages Strategic Execution Management Software (SEM) and strategic treasury management technologies to drive global growth and improve earnings.
Key Takeaways:
Describe the emerging market of Strategic Execution Management Software (SEM)
How SupplyCore leverages SEM as a backbone to drive global growth
How SupplyCore has built treasury management as a strategic driver to improve cash flows and earnings
I will discuss the “where to play” and “how to win” questions in the context of the Finance function and how innovation plays an essential role in answering the “how to win” part of the strategy. Through the use of examples drawn from my experience, I will present how to determine where to play and where not to play (the need to make choices) consistent with and in support of the firm’s strategy. In answering the how to win question, I will talk about assessing requirements, capabilities and the role innovation can play in winning. Beyond the role innovation plays in winning, I’ll talk about what innovation means and how to think about innovating in an environment that is resistant to change.
Key Takeaways:
What does strategy look like for a Finance Function
Steps to assess current strategy or in the absence of one, how to create one
How to integrate innovation into a Finance Department’s Strategy
Modern CFOs are the Chief Performance Officers. Effective business performance management requires value driving Finance organization, clearly defined and shared objectives, goals, and priorities, effective performance measurement & reporting, strong business partnership, and dynamic performance management. Leadership to deliver commitment is also equally critical. The presentation will cover each of these key areas and a case study to demonstrate the process and the outcomes.
Key Takeaways:
Modern CFOs are Chief Performance Officers
Effective performance management requires well defined and aligned objectives and execution agility.
Clearly defined, easy to understnad performance measures and strong business partnership are critical to sound business performance management.
How to deliver outstanding outcomes through dynamic business performance management and leadership to deliver commitments; Case Study.
Leading Financial StrategyGallagher - Northeast Region CFO
Due Diligence for Mergers and Acquisitions is all about the numbers – assessing growth rates, margins, integration costs and synergies to be realized. Once an acquisition is closed, what happens now. Matt Poleski, Gallagher Northeast Region CFO examines the top questions you face once an acquisition is closed.
Key Takeaways:
Should we integrate all at faster all at once – or should we go slower making sure every project is implemented precisely?
How should the acquiree prioritize integration projects versus running the day to day operations?
What things can I take credit for as early wins?
What key success factors should I measure?
Speaker
Matt Poleski
Northeast Region CFOGallagher
Executive Steering Committee
Experienced financial leaders work with us to focus our program on the developments that will move the needle at your company.
Neighborhood Housing Services of Greater Berks Inc
Brian NelsonCFO
Teletrac Navman
Dave Sackett CFO
ULVAC Technologies Inc
Domenic PrinzivalliCOO & CFO
EFS
Don Wademan CFO
Garner Industries Inc
Donna Garcia Vice President, Finance
Presbyterian Healthcare Services
Douglas Olds CFO
EPAY Systems Inc
Frank AcitoCFO
Yellowstone Club
Guita SharifiCFO
AIDS Services Foundation
Holly NelsonCFO
Silver Star Brands, Inc.
Holly Ward CFO
M.G. McGrath, Inc.
Javed Akbar Chief Risk & Audit Officer
Rafal Group
Jeff DoodCFO
City of Grand Rapids
Jeffrey FriedmanCFO
Savi Technology
Jim Altman CFO
Welch Equipment
Jim Farrell CFO
Globus Management Group, LLC
Joe LakdawalaVice President Finance and Operations
Stenograph LLC
John Robert Pharr CFO
North Texas Real Estate Information Systems, Inc.
John Thomas, Jr.Vice President, Finance – Americas, Europe & North Asia
Etihad Airways
John Wilkinson Chief Financial Officer & Vice President, Finance
Tusculum University
Kapil Mehta CFO
Allied Digital Services LLC
Kathleen ReillyCFO
Diba Industries
Kenneth JonesVice President and Chief Financial Officer
The Annie E. Casey Foundation
Kisha WesleyDeputy Chief Financial Officer
Georgia Department of Public Health
Linda Demma CFO
Boker's, Inc.
Margie Erinle CFO
Institute of Scrap Recycling Industries Inc
Mark GitlenActing Chief Operating Officer and Chief Financial Officer
Armenian General Benevolent Union
Max Baca VP Finance & Administration / CIO
New Mexico Highlands Univesity
Michael MorackSVP, Global Finance Operations
ConvaTec PLC
Mohammad Asif Chief Financial Officer - Residential Development
Emaar The Economic City
Neil WatanabeCFO
US Auto Parts
Noordin MolooCFO
Project HOPE
Olga Martynov CFO
TM Forum
Pamela Henderson CFO
An Esteemed Audience
Over 80% of the Fortune 100 joins us each year for what has been voted the “most effective trade show” for over a decade. Use our tools to demonstrate ROI to your C-Suite.
CONNECT CFO is an invitation-only trade show for executives working in finance. It bridges you to the most profitable solutions and information for your crowning priorities.
Have Questions?
We’ve answered a few FAQs to get you started. For any other questions, please don’t hesitate to contact us!
he cost of producing CONNECT CFO is underwritten by our sponsors, who are more than willing to make the investment in such an exclusive audience. Your pass includes:
Personal concierge and custom schedule
Access to all programming and speakers
Overnight hotel accomodations
5 star onsite catering
$200 travel voucher
Personal meetings with leading solution providers of your choice
The most important thing you can do is take the time to complete your registration. Your registration is the basis for all of our methods of personalizing your experience. The more accurate and complete your registration is, the easier it is for us to select opportune sessions and schedule private meetings for you.
Flight reimbursement is limited to 2 attendees per company for those traveling over 100 miles to attend. A check is delivered to you personally at the end of the event, after you have completed your schedule of research meetings with exhibitors.
Based on the details of your registration, we carefully select up to 10 best-fit exhibitors for you to meet with. You’ll have the opportunity to approve both your sessions and meetings schedule before the event. Each meeting is 25 minutes long and focused on solving a specific priority you have a listed.
There is a strong focus on enterprise and midmarket organizations at the Connect CFO Leadership Summit. We quantify midmarket companies as 100-1,000 employees and/or $50M – $1B in annual revenue. We quantify enterprise companies as 1,000+ employees and/or $1B+ in annual revenue.
We are looking for executives with genuine needs for new solutions and buying influence or authority. Invitations are extended to Controllers, Directors of Finance, VPs, SVPs and C-level Executives. There is a strong focus on enterprise and mid-market organizations at the Connect CFO Leadership Summit.
Our Schaumburg hotel accommodations boast stylish design and luxurious comfort. Located in an accessible hub with a sophisticated collection of retail and culinary options such as Sam & Harry’s and Woodfield Mall, this Schaumburg, Illinois hotel serves as an indigenous ambassador for entire Chicagoland area…and a gateway for the entire Midwest.
Accommodations must be booked through the conference organizers and not through the venue directly. We cover the first night and offer a discounted rate. Spouses welcomed. For reservations please contact:
The nearest airport is Chicago O'Hare International Airport (ORD), which is less than 15 miles away. Alternatively, you may fly into Chicago Midway International Airport (MDW). This hotel does not provide shuttle service. Taxis are readily available at the airport.
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