CFO THOUGHT LEADER

In this episode of Controllers Classified, host Erik Zhou sits down with Jeff Arensman, Controller at Bloomerang, to cover two important topics: building a finance function from scratch and the role of finance in acquisitions.For Jeff, the two are inextricably linked at Bloomerang. As the first finance hire at the company, his first task was supporting an acquisition that needed to close in just three weeks. He then quickly turned to building a strong foundation for the accounting and finance practice at the company through new processes, tools, and technology. Jeff covers how he spent his time in the first few years at Bloomerang, including how he approached team building, and then turns to his current priorities now four years in at the company (a big NetSuite implementation!).After sharing how he approached building a function, Jeff does a deep dive into considerations during acquisitions both on the buy and sell side. He details his extensive experience in acquisitions and highlights some of his best practices and learnings - including how important it is to add nuance and context to the models that bankers develop during the due diligence process.The episode closes with Jeff sharing the deep detective work he had to do to get to the bottom of one of his weirdest company expense moments early in his career.

For Matt Collis, CFO of PairSoft, storytelling is more than a skill—it’s a strategic tool for aligning teams and scaling businesses. Whether leading acquisitions or guiding cross-functional teams, Collis uses financial narratives to clarify priorities and inspire action. “Someone has to be the storyteller,” Collis tells us, emphasizing how framing financial data in relatable terms helps drive organizational alignment and decision-making.Collis’ career began in accounting, where he spent seven years honing technical expertise in public accounting. However, he recognized early on that his ambitions extended beyond the technical realm. His transition into leadership roles provided opportunities to engage directly with business leaders, crafting financial strategies that supported operational goals. A pivotal chapter in his career came at Transaction Data Systems (TDS), where he helped the company scale dramatically. Over five years, TDS tripled in size through seven acquisitions, Collis tells us, requiring him to integrate diverse cultures, systems, and processes while scaling the finance team from 10 to 30 members.At PairSoft, Collis leverages these experiences to prioritize purposeful integration. He sees cultural alignment as key to long-term success, noting that acquisitions can falter without proactive efforts to unite teams around a shared vision. His strategic mindset also focuses on transparency and scalability, ensuring that financial strategies align with operational goals and are clearly communicated across the organization.

Arriving at a high school in Cape Town, South Africa, without speaking English, Cosmin Pitigoi faced an immediate communication challenge. Yet he refused to be deterred, immersing himself in language studies and expanding his vocabulary so he could thrive in the classroom. Years later, that same resolve reemerged in eBay’s IR function, where Pitigoi realized the company’s available data was falling short in communicating the breadth of eBay’s story. This time, Pitigoi immersed himself in the data, adding and fine-tuning metrics that would allow him to better convey eBay’s message.Before joining Flywire as CFO, Pitigoi spent two decades rotating through leadership roles at eBay and PayPal, building his finance acumen across treasury, investor relations, FP&A, and data analytics. “I never stayed in a single role for more than 18 months,” Pitigoi tells us, describing his drive to learn every facet of the business. By immersing himself in diverse functions, he honed both analytical and communication skills—critical for strategic decision-making.At eBay, the lack of comprehensive data became a new language barrier, prompting Pitigoi to advocate for stronger data architecture. “Numbers alone can’t tell a story unless they’re accurate and well-organized,” he tells us, underscoring his belief that precise, actionable information fuels effective narratives. This mindset ultimately shaped his approach to finance leadership: be as fluent in data as in interpersonal communication.Today, at Flywire, Pitigoi champions the idea that true value emerges when finance guides broader organizational goals. His journey from struggling to speak English in Cape Town to optimizing data-driven storytelling at a global fintech highlights a simple truth: conquering communication obstacles—whether linguistic or numeric—can spark remarkable career transformation.

Stacy Tumarkin unexpectedly found herself stepping into the CFO seat—twice—earning the moniker “The Accidental CFO.” Early in her career, she worked at a hedge fund, diving headfirst into uncharted responsibilities when a mentor urged her to stretch beyond strict accounting roles. “I was only 26 when I first became CFO,” Tumarkin tells us, recalling how imposter syndrome quickly followed. Despite her misgivings, she soon realized the best way to grow was to embrace discomfort and learn on the fly.A second twist came when she joined Kubecost as Chief of Staff, overseeing everything from support to finance. When the CEO asked her to serve as CFO yet again, she hesitated—still viewing herself as more of a people-first leader. But Tumarkin tells us that ownership of the finance function gave her a strategic seat at the table, allowing her to shape the company’s trajectory while drawing on her passion for operations and culture.

Back in the mid 1990s–when Russ Keefe decided it was time for a career pivot–he got behind the wheel. With a Jeep packed full of his belongings, he drove from Washington, D.C., to San Francisco, father riding shotgun, to explore fresh opportunities in Silicon Valley. He had just completed a stint at the U.S. Securities and Exchange Commission, where he gained a deep respect for transparency and learned the importance of full disclosure.Eager to drive business outcomes, Keefe immersed himself in tech, soon discovering a passion for FP&A and leadership. Early roles exposed him to sales operations, giving him a front-row seat to understand revenue streams and product strategies. “That was when I realized finance is so much more than keeping score—it’s about guiding strategic decisions,” Keefe tells us.Today, as CFO of cybersecurity innovator Corelight, Keefe applies a forward-looking mindset to navigate hypergrowth markets. His background at the SEC informs his ethos of communicating frequently and candidly with stakeholders. Meanwhile, his operational experience shapes his focus on customer satisfaction, product differentiation, and consistent value delivery.Keefe tells us Corelight’s Net Promoter Score sits in the mid-60s, underscoring the company’s commitment to serving high-stakes clients in government, finance, and critical infrastructure. He believes finance leaders should be business people first—professionals who leverage financial expertise to power innovation and adaptability. His journey—beginning with a cross-country leap of faith—demonstrates that calculated risks, paired with diligent career building and leadership insight can yield results.

It was shortly after Eugene Wong exited the banking world to advance into a senior operations role that he realized the importance of a holistic view. At one meeting, he uncovered a disconnect between product and sales teams that threatened a strategic initiative. By stepping in and aligning priorities, he emerged as a “quarterback,” bridging perspectives and clarifying responsibilities.This revelation set the tone for Wong’s career journey. Originally honing his financial acumen at Silicon Valley Bank, he gained close exposure to startup ecosystems and leveraged finance transactions. Later, he pursued an MBA, joined Goldman Sachs to build on transactional capabilities, and returned to Silicon Valley Bank in a senior role. Ultimately, he stepped into the fast-paced realm of growth-stage companies, seeking to become a true financial operator.Today, Wong serves as CFO of Clara Analytics, where he orchestrates data-driven decision-making and fosters cross-functional collaboration. “You can’t stay behind spreadsheets,” Wong tells us, “you have to understand what each team does day in and day out.” By meeting regularly with department leads, he seeks to position finance as a trusted partner rather than a distant overseer.Wong credits his “big-picture” focus for sharpening his resource allocation. “Anytime you spend money or time in one place,” Wong tells us, “you’re making a bet you can’t place elsewhere.”

Four years into his 12-year career chapter at Amazon, Hetu Patel was appointed Finance Director for Prime—a role he credits with opening his eyes to strategic finance. In the days ahead Patel would be handed a milestone assignment, where he worked on a groundbreaking framework attributing the total value of Prime membership to each bundled benefit: video, music, books, and fast shipping. Collaborating with economics and business teams, he quantified how each offering affected purchase behavior and membership renewals, “Patel tells us.” This data-driven approach ultimately informed billions in investment decisions, illustrating how finance could reshape strategy, boost decision-making speed, and deliver transformative impact.Patel’s nearly 12-year tenure at Amazon exposed him to operations, retail category development, and even a general manager role, sharpening his analytical skills and broadening his perspective on enterprise-wide connectivity. “Improving the quality and speed of decision-making is the most important role of finance,” Patel tells us. This belief guided him into his subsequent position as CFO at Imperfect Foods, where he further honed board relations, fundraising, and M&A capabilities.Today, Patel channels these cross-functional experiences into his role as CFO of Thrive Market, combining rigorous long-term planning with a mission-driven focus on healthy, sustainable living. Drawing on lessons from Amazon’s culture of data-centricity, Patel emphasizes strategic foresight and clear performance metrics to guide decision-making.

When you think about accounting at growth stage companies, the word "artistry" might not immediately come to mind, but Desene Sterling makes a compelling case for it in this episode of Controllers Classified. As the Controller at Sourcegraph, Desene describes how crafting processes, like implementing procurement workflows or streamlining month-end close, feels like painting a masterpiece—except her medium is reconciliations and financial statements.This episode takes a deep dive into what it takes to build an accounting function from scratch in a growth stage startup. Desene recounts the feeling of being the first in-house accounting hire, navigating "free-for-all" credit card policies and training teams to embrace structure in a way that doesn’t stifle innovation. Her philosophy? Build processes that flex and grow alongside the company, even if that means starting with something imperfect.But it’s not all about debits and credits—relationships take center stage too. Desene explains how building credibility with colleagues and positioning finance as a partner (and not just an enforcer) are critical steps in successful change management. She also spends time on what she looks for in talent when building out her team, noting that nothing is more important than hiring people who can manage the details while keeping sight of the big picture.From detailing the nuances of SaaS and on-prem revenue recognition to recounting an unforgettable typo on a 10-Q filing, this episode showcases how accountants at growth-stage companies tackle big challenges with grit, ingenuity, and the occasional dose of humor.

CFO Kfir Lippmann began his career at Ernst & Young in Tel Aviv, auditing high-growth tech clients and navigating the intricacies of IPO-bound businesses. The experience gave him a deep understanding of strategic finance early on, Lippmann tells us. Later, he joined Monday.com when it was still a small startup, helping scale the organization through multiple investment rounds and significant secondary transactions. These transactions, which allow employees to sell shares prior to an IPO, can be tricky to manage from a morale standpoint. “It’s about maintaining fairness and long-term vision,” Lippmann tells us.By educating employees about responsible wealth management, Lippmann tellsus he was able to preserve the company’s collaborative culture and harness momentum for broader strategic goals. His approach to finance leadership emphasizes transparency and data-driven decisions across all functions, not simply “being the bad guy,” Lippmann tells us. Now as CFO of Salt Security, he applies the same philosophy of aligning metrics with execution to drive both rapid expansion and operational discipline.From orchestrating multi-million-dollar funding efforts to shaping sustainable corporate cultures, Lippmann’s journey underscores how secondary transactions—appropriately handled—can spark innovative thinking and sustainable growth.

When Emma Seymour arrived at Deputy in early 2022, she became focused on strengthening the company’s financial foundation. In the three years since, Deputy has achieved a historic milestone—reaching unicorn status through strategic partnerships with major customers who not only become clients but also invest capital, thereby opening new distribution channels and co-creating additional value.Turning back the clock, Seymour tells us her initial focus was “runway optimization”—a disciplined approach to spending and resource allocation that helped the business thrive in uncertain market conditions.Seymour’s path to the CFO office was paved by a broad advisory background, where she honed her ability to identify “leaky taps” and champion data-driven decisions. At Deputy, she has sought to refine revenue models, implement robust metrics, and guide the firm through a series of pivotal fundraising conversations.The move to pursue strategic investments from major customers rather than relying solely on venture capital is now expected not only to deepen customer relationships but also to unlock new distribution channels for Deputy’s offerings.Looking back, Seymour tells us she has consistently applied a “storytelling through numbers” philosophy.Along the way, she understood that it was incumbent on finance leadership to make sense of raw data within companies—finance leaders must connect figures to overarching strategy in a way that resonates with board members, employees, and investors alike. This dual focus on clarity and collaboration allowed Deputy to pivot quickly when market conditions shifted, without sacrificing the company’s innovation agenda.

In our latest Planning Aces episode of CFO Thought Leader, Jack Sweeney teams with FP&A veteran Brett Knowles to spotlight three finance leaders tackling one of business’s most critical challenges: aligning sales, operations, and finance around a common goal.First, Orion Innovation CFO Cyrus Lam recalls how transparent metrics and well-crafted incentives helped double profit margins by bridging the gap between sales and delivery teams. Then, Jellyfish CFO Joanne Cheng reveals the power of being a “connector”—a finance leader who unifies fast-scaling startups by integrating hires, systems, and processes from day one. Finally, Cribl CFO Zach Johnson shares his “three P’s” framework—precision, predictability, and performance—spotlighting how open communication and unit economics training can shape a company’s culture and boost long-term value.Throughout, Brett Knowles offers revealing insights into how CFOs can develop organizational trust, adopt strategic compensation models, and champion cross-functional collaboration to drive sustainable growth.

It was late 2020 when Michelle Hook ended 17 years of fruitful career-building at Domino’s to accept a CFO appointment at fast casual restaurant chain Portillo’s.  “The two things that I was looking for were to be passionate about a new brand and to feel a culture fit,” recalls Hook, who adds that she had long imagined someday leaving Domino’s to join a smaller company that she could help to grow.“I just didn’t care about going to a bigger company or ‘X,’ ‘Y,’ or ‘Z,’” continues Hook, who tells us that she ultimately took a leap of faith with regard to there being a culture fit at Portillo’s.“I actually never stepped into our headquarters until my first day on the job and had met in person only with the CEO, since this was during COVID times and the rest of the hiring process had been done on Zoom,” comments Hook.Fast-forward 15 months to when the Omicron variant was still grabbing headlines and inflation had begun to rattle the economy—and Hook could not escape the notion that the traditional Portillo’s restaurant needed to change for the post-COVID world.“I thought to myself, I think that we’re overbuilding our restaurants—we need to think about where the puck is going,” remembers Hook, who notes that Portillo’s dine-in customers in today’s post-COVID environment account for only roughly 35 percent of the chain’s volume.“I had come from Domino’s, which didn’t have these big dining rooms and had built out a heavily digital business,” remarks Hook, who reports that Portillo’s digital business represents only 20 percent of overall sales.This subject soon surfaced at an executive strategy session at which Portillo’s CEO, Michael Osanloo, tasked Hook and Portillo’s head of marketing with leading an initiative dubbed “Restaurant of the Future.”   “I think that Michael knew that I’d take on the project by using a data-driven lens,” comments Hook, who points out that the project has involved “time and motion studies” involving specific restaurants and their conveyance activities within the kitchen.      “Getting the engine right in the car is super important to us,” she says. “This will bring benefits not only on the cost side of things but also for our team members, who will find it easier to complete their work.” –Jack Sweeney

Among the learnings that Dev Ahuja has gleaned from his three-decade-long, globe-hopping finance career, perhaps none has delivered a more enduring instruction than that which followed his very first hop.By his own account, after Ahuja had reached the summit of Novartis’s finance executive ranks in India, the drug giant invited him to occupy an office at its Basel, Switzerland, headquarters. Here, Ahuja was promised, he would be able to apply his flourishing financial acumen on a more global scale.  “I thought that I knew what it took—I came with a lot of confidence rather than in a mode of humbleness and wanting to learn,” comments Ahuja, who let us know that his first years at headquarters did not always go as planned.Ahuja reports: “The Swiss don’t mince words."Confronted with his shortcomings, Ahuja set out to get things back on track—beginning with a hefty dose of self-scrutiny.  “I had done a miserable job because I really had not made the effort to build relationships and take the time and make the effort to understand the cultural nuances,” remarks Ahuja, whose track change paid off with a Swiss stint in the roles of group controller and head of Basel’s finance operations that stretched to 5 years.Still, Ahuja’s Swiss experiences would prove to grow even more valuable in the years ahead, as he would come to occupy the CFO offices of Novartis Korea (3 years) and Novartis Japan (2 years).“Novartis was very active when it came to developing people across geographies, but my case—where I would end up living in five different countries—was not very normal,” observes Ahuja, whose fifth nation became the U.S. after the drugmaker’s $46 billion acquisition of Alcon opened the door to a number of opportunities for him.Announced in 2010, the Alcon deal was to present post-merger integration challenges that in part led Novartis to relocate Ahuja from Korea to Japan, where the Alcon integration tasks were more pressing.“We accomplished a lot in Japan in a short period of time, and it seems that Alcon U.S.—which was twice the size of Alcon Japan—was in need of some of what we had learned,” recalls Ahuja, who tells us that at the time, a son had recently relocated to the U.S. for studies.With little delay, it seems, Ahuja was headed to Fort Worth, Texas, to serve as CFO North America for the drug giant’s Alcon division—a business that years later would nab business headlines when Novartis opted to spin it off.According to Ahuja, he has been able to apply his Swiss “lessons” at each career move, including his change when he departed from Novartis in 2016 to accept the CFO position at aluminum products giant Novelis.It seems that regardless of whether a move has involved geographies or industries, Ahuja has been able to apply the benefits of his time in Switzerland.Says Ahuja: “When you fail, you must make up your mind to take every lesson from that failure and act on it.” –Jack Sweeney

In this special holiday episode of CFO Thought Leader, host Jack Sweeney shares three unique CFO beginnings that highlight the power of perseverance, determination, and meaningful connections. First, CFO Scott Healy recounts his father’s unwavering belief in trying and shares how his deaf brother’s relentless pursuit of success influenced his own leadership approach. Next, CFO Tracy Curley reveals how her path from West Point to motherhood in part shaped her trailblazing mindset. Curley’s experience as a non-traditional student underscores the value of supportive mentors and the importance of balancing professional commitments. Finally, CFO Svai Sanford describes his journey from war-torn Laos to the United States, overcoming formidable obstacles to achieve academic and professional success with the help of caring foster parents. Through these uplifting stories, the episode spotlights the human dimensions of leadership and reminds us how origins can profoundly inspire a CFO’s journey, inviting listeners to reflect on perseverance and gratitude.

monday.com CFO Eliran Glazer highlights three vital priorities for 2025. First, he stresses that long-term efficiency must guide strategy. Instead of focusing solely on near-term investor demands, CFOs must structure financial planning like a marathon—mapping out sustainable growth through transparent scenario planning that accounts for macro uncertainties. Second, Glazer emphasized that CFOs need to become tech experts. With remote and hybrid work creating a surge in disconnected software tools, CFOs must champion integrated systems, unify data, and eliminate costly redundancies. Finally, Glazer underscored the increased need for real-time, data-driven insights. In a volatile market defined by inflation and local pressures, CFOs can no longer rely on static reports. They must deliver on-demand analytics and immediate forecasting to guide decisions around profitability, cost management, and risk.Sustainably grow through scenario planning for evolving macro trendsAlign technology to unify data and reduce costsProvide real-time insights to inform profitable decisionsBy embracing these three priorities, CFOs can keep their organizations nimble, resilient, and primed for success in 2025. He concluded that CFOs who truly embrace these principles will remain central to the organization’s innovation, stakeholder confidence, and long-term business performance throughout 2025 and beyond.

Brian Registe’s path to the future began in Dominica before relocating to Alaska with his industrious father. He launched his finance career in Alaska’s telecom sector, where a mentorship with a female CFO was pivotal. Serving eight years in the US Army, Brian specialized in finance, accounting, and procurement, including a tour in South Korea. Transitioning to the nonprofit sector with Heartland Alliance for a decade, he honed his leadership skills. He then led finance at Midhouse Engineering, a minority-owned firm in Chicago, before joining Questek. Brian’s diverse experiences across military, nonprofit, and engineering sectors uniquely shaped his path to the CFO role.

Beginning his career in audit at PwC Moscow, Georgy Egorov gained a foundation in finance’s finer details before transitioning into high-stakes investment banking. Across seventeen years with firms like Goldman Sachs and UBS, he navigated complex emerging markets and forged trusted relationships with mentors. This journey refined his ability to think both broadly and deeply. Later, he leapt into tech-enabled biotech and climate tech startups, where he learned to reshape strategies and build finance infrastructures from scratch. Today, at ZeroAvia, Egorov’s blend of traditional finance rigor, global perspective, and entrepreneurial spirit defines his unique path to the CFO office.

In this episode of Controllers Classified, host Erik Zhou, CAO at Brex, dives into the world of accounting and automation with Jake Jones, Controller at FinQuery. Jake shares his journey from a decade at Cherry Bekaert to his current role, detailing his transition approach from audit to client side. The conversation then explores Jake’s approach to finding efficiencies in the accounting process through automation tools, effective team building, and cross-functional relationship building.

Ask any business manager about the “three Ps in business” and they will likely say People, Process, and Product. However, ask any finance team member at Cribl that question, and you’ll likely hear a different answer: Precision, Predictability, and Performance. These are the three Ps that guide CFO Zach Johnson’s data-driven approach to financial leadership.Johnson’s career journey provides the context for this unique framework. At Splunk, he witnessed firsthand how a company could grow from roughly $40 million in revenue and 130 employees to more than $1.5 billion and nearly 2,000 employees, he tells us. During this period, Splunk navigated a complex transition from on-premise software to cloud-based solutions, forcing the team to reevaluate pricing, infrastructure, and market strategies. That experience taught Johnson how to deconstruct challenges into measurable components that teams could understand and act upon.Now, at Cribl, Johnson applies his three Ps to ensure a sustainable, value-driven path forward. “Precision” involves rigorous financial processes—clean audits, timely closes, and granular understanding of key metrics. “Predictability” means setting realistic forecasts, tightening pipeline management, and increasing confidence in decision-making. “Performance” emerges naturally once the first two Ps are in place—improved unit economics, stable revenue growth, and a roadmap toward greater shareholder value, he tells us.But numbers alone don’t drive results. Johnson emphasizes building strong teams and fostering a learning culture. By ensuring every team member aligns with the broader vision, he creates an environment where the three Ps define not only what finance does, but helps others understand why it matters.

Joanne Cheng’s career had already carried her through multiple successful exits and leadership roles when an unexpected opportunity arose. Having proven her ability to guide companies to liquidity events and beyond, Cheng had established a new benchmark for any next move: she wanted to steer a firm toward an IPO while serving as its CFO. But then along came Jellyfish, a company whose big day in the public markets would likely be years away.At first glance, Jellyfish didn’t fit Cheng’s established criteria for her next CFO position. The company was still small—just about 90 people—and lacked a finance team. Yet there was something about Jellyfish that instantly drew her in. Before she fell for the company, she fell in love with its product. As Cheng puts it, “I’ve needed this product at every company I’ve been at. Measuring R&D impact and efficiency is something I’ve thought about for much of my career.”While the prospect of an IPO was an important consideration, Cheng realized that her passion for Jellyfish’s offering outweighed any reservations about the company’s stage. She saw, firsthand, the immense value this product could bring to finance leaders. It addressed a persistent pain point: quantifying engineering effort and impact.So, Cheng followed her instincts and joined Jellyfish as its first finance hire—even before an accountant or controller was brought on. In doing so, she committed not only to building a finance function from scratch, but also to a product she genuinely believed in. It was a decision grounded in long-term vision and authentic enthusiasm.CFO PlaybookViews the budget as a roadmap, aligning investments with measurable outcomes.Bridges cross-departmental gaps by serving as a connector and resource allocator.Advocates for data-driven decision-making in resource allocation and project prioritization.Balances long-term vision with operational discipline through collaborative leadership.Sunscribe: https://cfothoughtleader.com/the-mentoring-round-sign-up/

Chris Nagy’s finance career began with a foundation in problem-solving, influenced by his early passion for math and logic. He started in commercial finance, focusing on pricing and market dynamics, which shaped his understanding of value differentiation and operational efficiency. His experience included IPO readiness, strategic planning, and time at BlackRock, where he gained insights into large-scale finance operations. Relationships played a key role in his ascent, with his first CFO role stemming from a decade-old professional connection. Over his career, he has navigated diverse roles, blending strategic planning and finance to drive business success.Episode Highlights:Balancing Growth and Profitability: Focuses on aligning growth with sustainable profitability to ensure long-term success.Data-Driven Decision-Making: Builds from reliable data to generate insights and drive performance.Cross-Functional Collaboration: Partners with key teams to align efforts and enhance efficiency.Agility in Dynamic Markets: Adapts quickly to market changes using driver-based models and actionable insights.Learn more about Chris Nagy's Career Journey: Visit Us

For Cyrus Lam, the aspect of the CFO role that sets it apart from all others is the weight of non-negotiable priorities. Despite years spent closely collaborating with CFOs as an investment banker, Lam tell us he quickly discovered a new level of accountability in the role. Managing cash flow and ensuring payroll, he says, are unyielding priorities. “If you can’t make payroll, that’s a big, big issue. It destroys trust,” he reflects. While this hands-on responsibility was not unexpected, Lam tells us he's learned to enthusiatically embrace it, finding enjoyment in understanding financial details down to the dollar.Lam’s career began in India, where KPMG had recently opened an office. “I was the third person to join them as an article clerk and the first among them to qualify as a chartered accountant,” he explains. Lam’s drive and capabilities propelled him through the ranks quickly. His fascination with technology eventually led him to KPMG’s technology, media, and telecommunications (TMT) group in the UK, where he developed a reputation for his work with IT service companies and tech firms.In 2006, Lam relocated to New York to lead KPMG’s global TMT corporate finance team. Over two decades, he honed his expertise in mergers and acquisitions, valuation, and strategic advisory, collaborating with CFOs on transformative deals. However, stepping into the CFO role at CDI, one of his clients, presented him with new and uncharted challenges.Now CFO of Orion Innovation, Lam draws on lessons from his investment banking years while embracing the operational demands of finance leadership. Balancing strategic oversight with tactical precision, he demonstrates that leadership thrives at the intersection of experience and adaptability.

In this episode of Planning Aces, Jack Sweeney and Brett Knowles share insights from CFOs Sandra Wallach (Amprius Technologies), David Morris (Guardian Pharmacy Services), and David Eckstein (Vanta). The discussion explores how these finance leaders are leveraging technology, data, and collaboration to drive decision-making and value creation.HighlightsSandra Wallach (Amprius Technologies): Focuses on weekly collaboration and direct involvement to optimize supply chain and customer alignment.David Morris (Guardian Pharmacy Services): Shares Guardian's journey to IPO, emphasizing data infrastructure and rigorous planning.David Eckstein (Vanta): Advocates for experimenting with AI tools while showcasing their role in sales efficiency and operational improvements.Brett Knowles: Identifies a "crawl, walk, run" approach to technology adoption and its impact on FP&A as a strategic partner.

It's no secret that Moderna's R&D efforts have expanded well beyond the realm of COVID-19. CFO Jamey Mock tells us that today the company has more than 40 drugs in its pipeline, with targets such as respiratory, latent, and rare diseases. As he explains, this diversity means that the biotech innovator is reliant not solely on one product or therapeutic area, which makes for less risk than would be the case if the company had only a single product focus.Meanwhile, Mock leaves little doubt that the finance function is included in the firm's appetite for innovation when he details how Moderna's innovative use of mRNA technology has been a key factor in de-risking its R&D investments. Mock emphasizes that mRNA is the body's information molecule, which Moderna can quickly reprogram to target different diseases. This adaptability and flexibility make it easier for the company to adjust its approach if initial trials or results are suboptimal.

By all accounts, when Moran Shemesh joined Mobileye in 2016 as Corporate Controller, the drama of its IPO was behind it. The Israeli autonomous vehicle technology company had gone public two years earlier, and Shemesh saw the opportunity to grow within an innovative tech company. “I was stepping into a fast-growing organization, that was already publicly traded,” she says, “and I understood the responsibility of being a Corporate Controller in a public company that was still in its growth stages.”For Shemesh, this role was a chance to hone her understanding of what it meant to oversee finance operations in a public company. She recalls, “The finance team was very lean at the time, so I had to wear many hats, which gave me broad exposure to financial reporting and controls.”However, the calm period soon gave way to a dramatic change. In 2017, Intel acquired Mobileye for $15.3 billion, taking it private. “The acquisition was not just a delisting process,” Shemesh explains. “It also meant adapting to working with a new shareholder that owned 100% of the company, which brought its own set of challenges.”The experience of transitioning from a public to a private company broadened her perspective. “It was a crash course in managing financial complexity during a major shift in ownership structure,” she says, “and it prepared me for later challenges, including leading Mobileye through its next stage.”When Intel spun Mobileye back into the public market in 2022, Shemesh was deeply involved. “The spinout required carving out the company from Intel and ensuring we had the systems and processes in place to support a standalone public entity,” she recalls.

In this episode of Controllers Classified, Erik Zhou speaks with Jessica Peng, Controller at Invoca, about mastering change management. Jessica shares her experiences transitioning from a Big Four to client side, offering insights into SOX compliance and the nuances of internal controls. She then uses Invoca’s recent revenue recognition system overhaul to highlight best practices and considerations for managing complex change.

When Mark Partin first became CFO at BlackLine nearly a decade ago, the concept of Sales Ops was still rather new within the company, and he was tasked with building it from scratch. Over time, Sales Ops evolved into Revenue Ops, integrating finance, sales, and customer success functions to support BlackLine’s rapid growth. In this discussion, Partin shares critical milestones, including consolidating over 100 systems to achieve a "single source of truth," aligning departments around the customer journey, and leveraging data to drive productivity and efficiency—a transformative journey that enabled sustainable growth.

From day one of his professional life, Derek Warnick knew his career would be driven by a purpose greater than mere career advancement. As an undergraduate studying finance and international business, he contemplated how his professional life could make a meaningful impact. Upon graduation, he joined the World Bank’s International Finance Corporation, focusing on empowering small businesses in developing countries. “I was excited by the opportunity to help people and have an international focus,” he recalls.However, Warnick soon realized he wanted to do more to address climate change. “I started to become much more interested in learning about how we could avert the worst effects of climate change,” he says. This passion led him to pursue an MBA at MIT Sloan, concentrating on clean energy finance. “I believe in utilizing a financial focus to further technology and business innovation,” Derek explains. “I don’t think that the role of a CFO or a finance department should be an afterthought.”After his MBA, he joined a commodities trading firm but soon took on the role of CFO at a small power development startup. There, he gained hands-on experience in all aspects of finance and operations. “I had to do absolutely every single thing in a finance organization,” he says. “I enjoy walking that tightrope and being an operator.”His dedication to sustainable energy culminated in co-founding Electric Hydrogen, where he serves as CFO. “At Electric Hydrogen, we are singularly focused on bringing down the cost of industrial-scale decarbonization,” Derek states. He believes that providing cost-effective, scalable solutions is key to making a real impact on climate change. “I can’t imagine doing something where I worked for a company that made widgets,” he reflects. “For me, there has to be that business purpose so that I’m excited about what I do.”Throughout his career, Derek has consistently chosen roles that align with his commitment to sustainable energy. “I firmly believe that if you have a job you love, you’ll never work a day in your life,” he says.

One of the key lessons that helped advance Jim Benson down the CFO path was one in clarity and focus during his tenure as FP&A leader for the customer service division of Compaq, freshly acquired by Hewlett-Packard. Eager to influence how the division’s performance was presented, Benson dedicated himself to crafting detailed reports and narratives. However, each time he handed his work to the general manager—a skilled storyteller in his own right—his carefully prepared materials were distilled down to two or three essential points.At first, Benson, a ten year HP veteran, found the process frustrating. “You work very hard to prepare a set of materials and a narrative,” he recalls, “but he would take my materials and build his own narrative.” Yet over time, Benson began to see the value of simplicity and focus, especially in conveying complex financial information to large audiences. The customer service division was in the spotlight for HP’s earnings, so every quarter required a clear, compelling story that was rooted in financial reality and accessible to diverse audiences.Through this process, Benson honed his storytelling skills, learning to construct narratives that cut to the core of the message without sacrificing key details. This foundational experience shaped his leadership style, setting a high standard for strategic communication throughout his career. Today, as CFO of Dynatrace, Benson applies these skills to ensure that every financial story aligns with the company’s mission, balancing growth, profitability, and innovation.

Had Martin Nolan studied engineering instead of accounting, his career might never have intersected with icons like Marilyn Monroe, John Lennon, or Michael Jackson. Born and raised in Ireland, Nolan’s journey to becoming CFO of Julien’s Auctions, the world’s leading entertainment auction house, was as unique as it was unpredictable. His path to New York City—and ultimately to Julien’s—was made possible by a Green Card lottery, not an accounting degree.Upon arriving in New York in the early 1990s, Nolan worked at the front desk of the New York Hilton, immersing himself in American culture. Through determination and networking, he ascended into the finance world, becoming a stockbroker and investment advisor at firms like JP Morgan Chase and Merrill Lynch. Yet, when he met Darren Julien in 2004, everything changed. Julien was running a Johnny Cash auction and, as Nolan explains, “He was a marketing guy who needed a finance guy, so I joined him.”The following year, Nolan resigned from Merrill Lynch to join Julien’s Auctions as CFO—a decision met with surprise from his Wall Street colleagues, who questioned the risks. But Nolan saw no difference between auction halls and stock exchanges, where buyers and sellers converge. By 2010, he became an equal partner in the business, embracing the risks and rewards of the auction world.Today, with Julien’s at the forefront of entertainment memorabilia, Nolan’s journey highlights a unique blend of finance acumen, adaptability, and an enduring sense of adventure—a career truly shaped by chance and daring choices.

In this episode of Controllers Classified Erik Zhou explores the role of accounting in scaling businesses as well as public company accounting processes with Eric Van Cleve, Controller at 8x8. The episode begins with a recap of Eric’s career in accounting, detailing his discovery of accounting in college and how he worked his way up the ladder once he landed client side out of college. He notes that he found the most success when he focused on being interested, proactive, curious and capable.The episode then turns to a discussion on how to think about directing accounting operations at scaling companies. Eric shares how he thinks about team structure to ensure efficiency in the close process as well as his decision making framework for where to automate and where to offshore. In every decision he tries to factor in not just current but also future business needs.From there, the discussion deep dives into private vs. public company accounting, with Eric providing advice to finance and accounting leaders at pre-IPO companies regarding what to prioritize as they think about SOX readiness. He notes that these companies must be able to confirm that the answers they get to in their data are in fact the right answers. In other words, teams have to be able to prove out their control processes and ensure that reporting obligations can be met. And of course, teams should familiarize themselves with 10Ks and 10Qs.

When it came to the public markets, no one can accuse David Morris and his seasoned C-suite colleagues, Fred Burke and Kendall Forbes, of being impatient. Guardian Pharmacy Services, a company they built from the ground up, recently raised $112 million in an IPO, listing on the NYSE under the symbol “GRDN.” The milestone reflects a culmination of over three decades of ever thoughtful, strategic decision making in a highly specialized market.For CFO David Morris, the path to the public markets wasn’t about rapid scaling or chasing quick wins. “We knew from the start that success in healthcare is a long game,” he says, underscoring the team’s deliberate approach. CEO Fred Burke, COO Kendall Forbes, and Morris founded Guardian Pharmacy with the understanding that meaningful growth would come through a patient, steady process of building relationships and refining operations. They entered a complex space, providing technology-enabled pharmacy services for long-term care facilities (LTCFs) across the U.S., from assisted living to behavioral health facilities.Today, Guardian’s 50 pharmacies serve approximately 174,000 residents in 6,700 facilities across 36 states. With more than two-thirds of its revenue coming from assisted living and behavioral health facilities, Guardian has become a trusted partner in the long-term care industry, where patient care and regulatory oversight demand careful attention.The IPO marks a new chapter for Guardian, yet Morris, Burke, and Forbes remain dedicated to their original mission. As the company grows in the public eye, their focus remains on delivering results through quality service and operational insight, underscoring the patient leadership that has driven Guardian’s success.

Sitting quietly at the back of a crowded GE conference room, a young Sandra Wallach diligently took notes during an executive briefing. As one of the newest inductees into GE's esteemed Financial Management Program (FMP), she was eager to absorb every detail. Unbeknownst to her at the time, this moment marked the beginning of a transformative 17-year journey with General Electric."FMP allowed me to figure out what I really like to do, what I gravitate towards, and what I'm not as interested in," she reflects. From aircraft leasing to manufacturing finance, each rotation broadened her expertise and honed her adaptability.GE's approach to talent development was immersive and expansive. Wallach continues, "I had 10 different roles in nine different physical locations over my time." This constant movement not only built her resilience but also provided her with a holistic understanding of GE's diverse businesses. The culture emphasized being an integral part of the senior leadership team and driving change. "They expected me to be able to speak to the business almost as well as the leader that I was supporting," she notes.This high standard pushed her to develop skills beyond traditional finance roles. Along the way, Wallach says GE's culture exposed her to the personal attributes that would become increasingly critical as she advanced into leadership positions. "Do you have personal edge? Can you make the tough calls? Do you have personal energy?" she explains. Serving as a Master Black Belt and later as a pricing executive, she stepped outside traditional finance roles, gaining valuable insights that would later prove essential in the C-suite.Beyond GE, Wallach tells us there were still a few boxes to check before she could step into a CFO role. Positions at Intuit and MiaSole provided her with exposure to Silicon Valley's fast-paced culture and the opportunity to work directly with boards and investors. These experiences, coupled with her GE foundation, ultimately paved the way for her appointments as CFO of Amprius Technologies.

In the latest Planning Aces episode, hosts Jack Sweeney and Brett Knowles discuss how finance leaders are elevating FP&A as strategic partners within organizations. Featuring insights from CFOs Regi Vengalil, Matt Steinfort, and Isabelle Winkles, the episode highlights themes like the importance of reliable data, setting constraints to enhance strategic planning, leveraging AI in finance, real-time collaboration, and educating business units. The CFOs emphasize Finance's role in guiding better decision-making and aligning organizational goals.

It was not the first time John Gronen addressed the staffing company’s board — but it was very likely the most consequential. At the time, Gronen was vice president of finance, responsible for assessing acquisitions and analyzing their outcomes. The company operated two businesses: one generating about $30 million in EBITDA, while the other incurred annual losses of roughly $10 million. Gronen proposed a strategy to merge the two operations, consolidating efforts to increase profitability.Once the board approved the plan, Gronen led efforts to align sales teams and streamline processes. In just a few days, he and the leadership team developed a plan to reduce overlapping costs and improve operational efficiency. The merger cut $10 million in expenses, turning the combined business into a more profitable operation that was ultimately sold to a public company.This experience shaped Gronen’s career, reinforcing his commitment to taking on complex challenges and thinking beyond traditional finance roles. Looking back, Gronen tells us his involvment with M&A began during his time at Alltel, where he contributed to a number of M&A transactions. Subsequent roles at Technosource and VPay expanded his skills into operations, sales, and human resources, giving him the well-rounded experience necessary for senior leadership.Now serving as CFO of Yooz, Gronen draws on this experience to focus on scaling the company through automation, AI-driven processes, and product expansion.

When David Eckstein inherited a struggling business unit earlier in his career, he faced an uphill battle. The unit wasn’t one he had built, nor had he developed the frameworks or discounting policies in place. Yet, it was hemorrhaging money, and Eckstein quickly realized he had to act. “Just because you inherited the business doesn’t mean it’s not yours,” he says. “And you shouldn’t be thinking in terms of, you know, this isn’t mine.”The first challenge was identifying the root of the problem. Was it high commissions? Support costs? After careful analysis, Eckstein uncovered the crux of the issue: the business was operating with a negative gross margin. Several factors were to blame, including a lack of control over discounting. “One person had full control over whether they gave an 80% or 20% discount,” he explains. “We needed to implement levels and thresholds to bring structure to the process.”In addition, Eckstein found that the company hadn’t properly evaluated its costs to serve customers. Key personnel were misaligned to the cost of goods sold (COGS), and the company wasn’t capitalizing research and development (R&D). “We had to reassign resources to the right areas and ensure our investments aligned with revenue goals,” he recalls.The experience reinforced Eckstein’s belief that leadership means taking full responsibility, even when circumstances are inherited. “You need to embrace change and the outcome,” he reflects. “That’s the only way to create ownership and drive meaningful results.” Through these efforts, Eckstein began to repair the business unit’s trajectory, validating that accountability and decisive action are essential to strategic leadership.

In his three years as CFO of Packer Fastener, Brian Hogeland has led a milestone transformation of the company’s financial operations. Joining in 2021 during a period of rapid growth, Hogeland quickly identified opportunities to streamline processes, align business goals, and introduce technology-driven solutions. With Packer Fastener’s quirky culture—known for slogans like “We’ve got the biggest nuts in town”—Hogeland’s mission was to bring structure without losing the fun spirit at the company’s core.Hogeland’s strategic mindset reflects his career-long blend of finance and technology expertise. Early in his tenure, he introduced NetSuite as the company’s ERP system, replacing manual processes that once took weeks with real-time data and automation. This shift provided leadership with instant visibility into revenue, helping drive smarter, faster decisions across Packer Fastener’s growing network.Hogeland also emphasized data-driven planning. His approach aligns financial metrics with operational indicators like employee productivity and vehicle profitability. This framework enables intentional, forward-thinking strategies, ensuring the company scales efficiently without wasting resources.Throughout his career, Hogeland has championed innovation—whether through cloud-based tools or AI modeling—making finance a proactive force for growth. His ability to blend financial discipline with technology has better positioned Packer Fastener for sustainable growth in the years ahead.

In January 2020, most finance leaders saw ASC 606 as a closed chapter. However, for Braze’s newly appointed CFO, Isabelle Winkles, the revenue recognition standard became front and center. While ASC 606 was merely a speedbump for seasoned professionals—especially for a 25-year finance veteran like Winkles—it posed a notable challenge within Braze. Many employees had never worked at a public company that had adopted the standard, making it a crucial area where alignment and understanding were essential.Winkles recognized that her role wasn’t just about managing finances—it was about educating and aligning teams across the organization. She knew that technical rules alone wouldn’t resonate with the sales team. Instead, she framed the conversation around tangible business impacts: “You have to explain to the sales team, ‘Hey guys, if we start giving people too much time to pay, this is going to change our financial profile, and we will be valued differently by the market as a result.’”By connecting financial nuances with outcomes that mattered—like market valuation and compensation—Winkles ensured her message landed. “And you start explaining that to people,” she added, “and they say, ‘Oh, okay, so this will change the stock price valuation ultimately, and that impacts my compensation.’”For Winkles, the key wasn’t just mastering technical details but crafting a message the broader organization could digest and act upon. Success came from engaging teams across functions, fostering alignment, and ensuring every part of the organization understood the financial implications of their actions.

As Aira Pineda stared out from her new office at a seemingly endless rice field, a voice inside her asked, 'What are you doing here?" Only a year or two earlier, Pineda had been among the young urban professionals populating the bustling Philippine offices of KPMG. She had excelled quickly, so much so that she was assigned to a leadership role in a major audit project just 2 years into her career. Groomed for partnership, she was part of KPMG’s "up-and-coming" class, with her sights set firmly on the top.But life had other plans. The birth of her son made Pineda reconsider the long hours and intense lifestyle required of a Big Four partner. Prioritizing family, she made the unexpected decision to leave the city and relocate to the countryside, where her son could be raised near his grandparents. This move led her to a small start-up called Scrubbed, a company with just 50 employees at the time. Her mentors thought that she was throwing her career away.What Pineda didn’t realize at the time was that this decision would not derail her career but instead redefine it. At Scrubbed, she gained broader experience in finance, and, as the company grew exponentially, so did her responsibilities. From consulting with clients to eventually becoming the company’s CFO, Pineda found her career full of unexpected turns. Her leap for personal reasons ultimately led her to a leadership role that she hadn’t anticipated—a twist in her journey that eventually set her on the path to becoming a CFO.

Max Krakowiak stood on the pitcher’s mound, ignoring the first drops of a Seattle rain. A shout from a less-than-faithful fan filled his ears as he prepared to throw his next pitch. In this moment, he had no idea that his baseball career was about to take an unexpected turn, as a random off-the-field injury would soon end his time in the minor leagues and force him to hang up his cleats. However, what Krakowiak didn’t realize then was that his days on the mound would end up providing him with lessons that would last for years to come.As he transitioned into the world of finance—initially, through GE’s Financial Leadership Program—Krakowiak began to understand that the high-pressure moments in his baseball career had indeed been not very different from those encountered in corporate finance. “In baseball, you can get the best hitters to fail seven out of 10 times,” he reflected. “You have to focus on what’s in your control—your preparation, your mind-set, and how you engage with your team.”Such is the frame of mind that has proven invaluable to Krakowiak in finance, where uncontrollable market forces can instantly and otherwise dictate outcomes.Whether he was on the mound or handling investor calls, Max honed his ability to perform under pressure. “I’ve had some bad pitching performances in front of large crowds, and it made me a little numb to that anxiety,” he shared. That resilience, combined with his experience navigating tough conversations at GE, gave him the confidence to lead. Today, as CFO of Revvity, Max tells us he still brings that same focus and poise to every decision, balancing pressure with preparation—on the mound and in the boardroom.

In the season two premiere of Controllers Classified, host Erik Zhou welcomes Matt Didden, Controller at NexHealth. The conversation begins with a recount of how Matt landed in accounting after graduating in the 2007-2008 financial crisis and realizing that the world would always need accountants. It then highlights his transition from consulting/audit to client side, and the broadening of his scope from pure financial reporting to handling a myriad of complex business challenges.The episode then turns to its primary focus: accounting considerations in highly regulated industries. Matt points to specific examples - like the anonymization of patient information in line with HIPAA before bringing it into an ERP system - where he’s had to marry accounting best practices and standards with broader industry regulation and requirements.

When Josh Schwartz arrived at Medidata, the life sciences innovation company was entering unfamiliar waters. Having just gone public, Medidata was shifting from a fast-growing startup to a more structured, scalable organization. For Schwartz, who initially led revenue recognition, this was the beginning of both a personal and professional evolution that would mirror the company’s own transformation. “It was a point in time where we were starting to bring in specialization, starting to think about really scaling up our business and thinking about the future,” he recalls.As Medidata scaled, so did Schwartz's responsibilities. His stubborn curiosity led him to explore beyond his initial role, uncovering inefficiencies and taking on more of the finance function. “I just started asking questions and driving people crazy,” he says, noting that his eagerness to improve processes soon expanded his role across finance. This growth trajectory from accounting to eventually becoming CFO in 2022 parallels the evolution of Medidata’s financial operations.Similarly, the metrics that once guided Medidata’s growth had to evolve as well. Early on, Josh explains, “We were focused on how many products our customers were using.” But as Medidata transformed into a platform-based organization, the metrics shifted. “It’s no longer about products; it’s about how much data we are driving through the platform.”This alignment between Josh’s career journey and the company’s evolving metrics highlights the adaptive approach both have taken to fuel Medidata’s latest growth chapter. Today, Josh leads a finance team that embodies the same forward-thinking approach he embraced early in his career, constantly rethinking metrics to drive growth.

Twenty-seven years ago, while in his late twenties, Mark Partin arrived inside the C-suite largely unprepared for the flood of challenges that would quickly breach his desk. Or so Partin tells us as he recounts the circumstances surrounding the first of five CFO appointments that have thus far punctuated his finance leadership career.“I can and do love to suffer,” Partin comments, describing the experience as being “over my head” and demanding him to “level up,” or constantly “reach to the next level” to succeed.For Partin, who had been named CFO of a publicly traded company despite his young age and lack of prior CFO experience, success in the role can be attributed to his unique partnership with the CEO. “He allowed me to have that role and the Board did because he was to be my mentor, and he would help me along the way,” explains Partin. Still, there’s no question the CEO got something valuable in return, given Partin’s “level up” mindset and his willingness to work harder than anyone else.This first CFO role cemented Partin’s belief that the CEO–CFO partnership is the most critical relationship in any company. This CEO, whom Partin describes as a “driver,” was dependent on Partin’s success, reinforcing how essential trust and collaboration are in shaping any firm's future. This experience influenced Partin’s leadership approach in the four CFO appointments that followed, in which he continued to rely on many important and purposeful strategic partnerships.Now, after nearly a decade as CFO of BlackLine, Partin tells us that he still believes that "leveling up" and fostering strong CEO relationships have been key drivers of whatever his success may continue to be, guiding his strategic mindset and pragmatic leadership to this day.

It wasn’t long after Laura LaPeer left public accounting to climb the corporate career ladder that she encountered her first delicate challenge as a corporate controller. Just a year into her new role, her employer was acquired, and LaPeer was unexpectedly asked to explain complex working capital issues to the new owners. The head of finance for the acquired firm struggled to present the information clearly, and the new owners were becoming frustrated. LaPeer instinctively stepped in, simplifying the complex details and demonstrating her ability to distill intricate financial data while effectively reading the room.This experience, though it occurred prior to her joining Plante Moran, laid the foundation for her approach to leadership. By the time she was recruited as the controller at Plante Moran, LaPeer had already honed her ability to navigate complex situations and build relationships. The firm’s collaborative culture and the promise of a CFO role within a few years aligned perfectly with her leadership ethos. Her early experience not only solidified her decision-making and communication abilities but also prepared her for the strategic demands of Plante Moran’s finance function.

In the mid-2000s, the world’s attention increasingly turned toward Asia, driven by the region’s rapid economic growth – not to mention the 2008 Beijing Olympics. It was within this atmosphere of excitement and potential that Joey Wong made a pivotal career decision. Having grown up in Los Angeles after her family immigrated from Hong Kong, Wong had always been drawn to math and science, a passion that led her to MIT, where she studied economics and business. Initially, Wong’s goal was to pursue a career in government economic policy, but the lengthy academic path it required made her rethink her future. “I realized that would mean many more years of studying before I had the credentials,” she recalls. Determined to put her skills into practice, Wong set her sights on business instead. Feeling a deep connection to Asia and recognizing that her Chinese language skills could provide a competitive edge, she took a bold step and accepted an internship with Morgan Stanley in Hong Kong.Immersed in the vibrant financial markets of Asia, she initially focused on media and telecommunications companies—two sectors experiencing significant growth in the region.Today, as CFO of Lenovo’s Asia Pacific PCSD division, Wong continues to leverage her deep expertise in regional markets, utilizing the financial and strategic acumen she developed early on. Her understanding of the business landscape in Asia has made her a key player in Lenovo’s growth story, driving initiatives that capitalize on the region’s evolving opportunities.In an interesting twist, the same Beijing Olympics that helped attract Wong back to Asia also played a significant role in shaping Lenovo’s global brand image. As an official sponsor of the 2008 Games, Lenovo provided over 30,000 pieces of equipment, including PCs and servers, showcasing its technological prowess on the world stage. It’s fitting, then, that the event which in part first sparked Wong’s desire to return to Asia also foreshadowed her future at Lenovo, where she now contributes to the same brand that made headlines during the Games. In some ways, that excitement of the games not only marked the start of an era for Asia but also the beginning of Wong’s career.

In this episode of Planning Episodes hosted by Jack Sweeney and Brett Knowles, three CFOs—Don McGuire of ADP, Scott Blackley of Oscar Health, and Patrick Fleury of TeraWulf—share their insights on financial planning and analysis (FP&A), with a focus on navigating complex business environments. Through their stories, listeners will gain a deeper understanding of how these finance leaders simplify intricate financial models, communicate effectively with stakeholders, and align strategic decisions with business growth.

When the opportunity to help lead the corporate travel business at Expedia arose, Regi Vengalil knew it was exactly the role he had been seeking to put his CFO role in gear. Stepping into the CFO position meant overseeing a business unit with $600 million in revenue and $120 million in EBITDA, and Vengalil was eager to take on the challenge. Prior to this, he had been leading a team of strategy and M&A professionals, but the new role offered a much broader scope of responsibility.“It was a way for me to jump in with both feet to kind of get a full, you know, it wasn’t just a pure FP&A role. I had commercial finance, I had accounting. I even had a systems team. I had financial operations. So it was a full CFO role and a global team that I still knew very well, because I had led strategy for the company,” Vengalil recalls.This transition marked a critical point in his career. It was only about two years earlier, that Vengalil tells us upon joining Expedia corporate development he immediately became thrust into high-level decision-making, including a meeting with Chairman Barry Diller and CEO Dara Khosrowshahi. During the meeting, Vengalil was tasked with providing input on a strategic deal. After Khosrowshahi expressed support for the deal, Diller turned to Vengalil, who was new to the room, and asked, “Hey, new guy! What do you think?” Vengalil, though it was his first week, confidently laid out the reasons why he thought the deal posed more risk than reward, despite its appeal.Reflecting on their relationship, Vengalil observed a deep mutual respect between the two leaders, forged during years of close collaboration. Khosrowshahi, who had been with the company for over a decade, had worked closely with Diller on many deals, and Vengalil noted the rapport they shared, particularly in how they approached complex issues.Diller, known for his sharp insights and high standards, preferred discussions to be clear and lucid. “If you don’t understand the complexity,” Vengalil observed, “you won’t be able to communicate it simply.” This demand for clarity pushed Vengalil to deliver concise, well-reasoned perspectives, an expectation that both challenged and strengthened his leadership capabilities. This early exposure to Diller’s precision-thinking had a lasting impact on Vengalil’s strategic mindset.

In 2012, after nearly two decades in the airline industry, Zane Rowe made a bold career pivot. Leaving behind his role as CFO at United Airlines, Rowe stepped into the tech world, joining Apple in a sales role—a move many saw as risky but one that would ultimately shape his perspective on finance leadership in the digital age. This decision marked the beginning of a transformative journey that prepared Rowe to navigate the complexities of technology, innovation, and data-driven strategies.Rowe’s time in the airline industry laid a solid foundation for his analytical mindset. Reflecting on his experience, he stated, “I recognized early on the power of data and the power of technology and how it could differentiate a good airline from a bad airline.” As he tackled the capital-intensive, data-heavy world of aviation, he developed an appreciation for how technology and data could unlock operational efficiency. His work on profitability models helped him understand how data could unlock hidden insights, a lesson that would become crucial in his later roles in the tech sector.In his roles at EMC and VMware, Rowe saw firsthand how technology could revolutionize business operations. His ability to bridge financial expertise with technology adoption became a defining strength. Now, as CFO of Workday, Rowe applies those lessons to the evolving world of artificial intelligence (AI). For him, AI is not just a tool to streamline processes, but a strategic asset that can unlock untapped value, differentiate companies in competitive markets, and drive business transformation.Rowe views AI as an extension of his long-standing belief in the importance of data. By leveraging AI to analyze massive data sets, CFOs can make faster, more informed decisions. This, he believes, enables finance leaders to be not just stewards of the bottom line but key players in shaping company strategy and future growth. Rowe’s multi-industry career journey, with its blend of traditional finance and cutting-edge technology, has uniquely equipped him to lead in the age of AI.

In 2018, Daniel Welch made a life-altering decision. After a decade in investment banking, working on high-profile IPOs and M&A deals at Morgan Stanley, Welch found himself at a crossroads. The birth of his daughter and a health scare involving his father led him to question the career path he was on. “I was mentally stimulated by the work, but it didn’t align with my personal values,” Welch reflects. Burnt out and seeking more purpose, he left the corporate finance world to pursue mission-driven opportunities in the health and wellness sector.Welch’s career pivot first brought him to Sonos, where he helped lead the company through its IPO. He later transitioned to Oura, the maker of the Oura Ring, guiding the company through a critical growth stage. These experiences solidified his desire to combine financial expertise with personal passion.In 2022, Welch found his ideal role as CFO of Kate Farms, a plant-based medical nutrition company revolutionizing the field. Kate Farms focuses on providing organic, plant-based nutrition products, free of common allergens and designed to improve health outcomes for patients in medical need. Its mission resonated deeply with Welch’s personal health journey, which began with his transition to a plant-based diet.Backed by investors like Goldman Sachs Private Equity and Novo Holdings, Kate Farms continues to grow its presence in hospitals and home care systems across the U.S., making Welch’s leadership integral to the company’s scaling efforts. His career transformation highlights how purpose and profit can intersect when leadership is guided by personal values.

When Deanna Strable was approached to take on the role of CFO at Principal Financial Group, she was taken by surprise. Having spent most of her 30-year career in leading business units rather than focusing on finance, Strable initially questioned whether she was the right fit for a position traditionally held by financial experts.“Ultimately,” she recalls, “what I learned from our board and CEO was that they really wanted someone who could partner with them in driving the company forward—someone who had the ability, obviously, not only to understand the financials but also to be able to do so within the context of appreciating and analyzing how the day-to-day impact of our operations on our financials related to our long-term strategy.”This blend of operational insight and financial expertise would come to define her tenure as CFO. Over her 7 years in the role, she led the company through significant strategic shifts. Under her leadership, Principal exited underperforming and commoditized businesses, such as retail annuities and individual life insurance. These moves were part of a broader plan to focus the company on areas with greater long-term-growth potential, including retirement solutions and asset management.Strable also reshaped the company’s financial priorities, moving beyond a narrow focus on earnings growth to a broader set of metrics, including return on equity, capital allocation, and customer satisfaction. Her emphasis on optimizing multiple metrics, rather than chasing short-term financial gains, helped to lay the groundwork for sustainable success. Strable’s career journey as CFO was a testament to the power of strategic thinking in driving both financial and long-term business growth.