CFO THOUGHT LEADER

Ben Averis’s journey to CFO of Yoto was shaped by diverse experiences in finance, ranging from his early days at PwC in mergers and acquisitions (M&A) to leading roles in private equity-backed businesses. His exposure to the "buy and build" strategy during M&A transactions taught him the challenges of scaling businesses while maintaining their core values. Ben worked on transactions that involved integrating smaller, family-run businesses into larger corporate structures. This experience revealed to him a key risk: while larger companies could gain operational efficiencies, they often lost the customer-centric magic that made smaller businesses special.Reflecting on these experiences, Ben noted, "What you would find is that, if you got to that buy and build moment, and you integrated (the businesses), some of the magic would be lost, and you would lose a bit of the customer obsession." This insight has become central to his strategic mindset as CFO of Yoto, a founder-led company with a strong customer-first philosophy.Ben’s understanding of the "buy or build" moment shapes his leadership at Yoto, where he balances the need for growth with preserving the company’s entrepreneurial spirit. He recognizes the unique passion founders bring, especially their deep connection to customers, which can be diluted in corporate acquisitions. As Yoto scales, Ben is committed to ensuring that this customer obsession remains at the heart of the business, reinforcing that a well-run founder-led company often thrives because of its focus on delivering tailored customer experiences rather than sheer scale.

It was during the first half of 2024 that press reports first surfaced to suggest that Bitcoin pioneer TeraWulf was seeking to make a bold strategic pivot into AI and high-power compute. Along the front lines of this move stood Patrick Fleury, TeraWulf’s action-oriented CFO, whose short tenure at the firm thus far has been notable for its aggressive cost-cutting measures and bold efforts to address the company’s debt. Moreover, Fleury’s focus on the optimization of the cash flow from TeraWulf’s Bitcoin-mining operations has proved crucial in stabilizing the company during turbulent market conditions.It is perhaps surprising to learn—given his success as a CFO—that Fleury had not always envisioned himself in this role. Having spent 16 years as a strategic investor, he had been content in working from the sidelines, guiding companies through investments and strategy. Becoming a public-company CFO had never been on his radar. Still, when TeraWulf needed a leader to guide it through significant challenges, his deep understanding of financial markets and investment strategy turned out to make him the ideal choice.Fleury’s unique investor mind-set has been instrumental in charting TeraWulf’s new growth trajectory. His ability to engage investors, simplify complex industry dynamics, and clearly demonstrate “value” has been key to gaining investor buy-in for TeraWulf’s new direction. Moreover, his experience on the buy-side has provided him with valuable insight into what investors look for—transparency, potential for growth, and clear financial discipline.This ability to communicate effectively, coupled with his strategic acumen, has allowed Fleury to lay the groundwork for TeraWulf’s shift into AI and high-power compute. By looking at decisions through an investor’s lens, he has garnered the ability to build trust with stakeholders while at the same time positioning TeraWulf as a forward-thinking player in the rapidly evolving AI and data center sectors. Fortunately for his firm, Fleury’s financial leadership continues to drive TeraWulf toward a promising future in these high-growth markets. 

When Scott Blackley was asked in kindergarten what he wanted to be when he grew up, his answer was surprisingly clear: “I want to be an auditor.” This early ambition was no coincidence; his father was a partner at KPMG, and young Blackley grew up around the firm’s offices, imagining himself one day sitting at a big desk, overseeing important work. True to his dream, he eventually ended up following in his father’s footsteps to become a partner at KPMG and invest a dozen career years there.Despite achieving his childhood goal and carrying on the family legacy, though, Blackley eventually found himself at a crossroads. “It was a tough decision to leave KPMG,” he recalls, “but some of the experiences that I had had involving other people’s business problems had made me want to own them.” This realization marked a turning point in his career that fueled his desire to take on more responsibility and solve problems on a firsthand basis.This drive led Blackley to Oscar Health, where he stepped into the CFO role during a pivotal moment. Reflecting on his early days at the company, Blackley observes, “When I joined, one of the things that I walked in the door with was a commitment to myself that I was going to be thoughtful about taking the time to understand the situation and then decisive about making decisions.” Consequently, within 90 days, he would end up reorganizing the finance function to separate FP&A from the controller’s office and hiring a new leader to build a more structured finance organization—one capable of supporting Oscar Health’s ambitious plans for growth and transformation.

In 2021, Don McGuire received an unexpected call from ADP's HR leader, offering him the In 2021, ADP’s HR leader reached out to Don McGuire, then the company’s globe-trotting EMEA In 2021, ADP’s HR leader reached out to Don McGuire, then the company’s globe-trotting EMEA president, to gauge his interest in stepping into the firm’s CFO role. McGuire was surprised, inasmuch as it had been nearly two decades since he had veered off the traditional finance career track. During this interim, McGuire had taken on various global leadership roles far removed from the typical CFO pathway.However, as the former CFO of ADP Canada, McGuire was by no means an unlikely candidate. Still, the leap from being CFO of a single geography to being CFO of an entire publicly traded corporation would be significant, and McGuire’s experiences along his unique previous journey served to make the unexpected offer to him only more intriguing.As it turns out, back in 2002, while serving as CFO of ADP Canada, McGuire had come to a similar crossroads. Although his career in finance had been progressing smoothly, his curiosity about the broader business landscape had led him to consider a different direction. Encouraged by his superior, ADP Canada’s president—who had noticed McGuire’s strong rapport with clients during joint meetings—McGuire took a leap of faith, stepping out of his finance role and into a client services leadership position. Taking on this mission—devoid of a “C” title—was a calculated risk, but McGuire believed that by immersing himself in the operational side of the business, he could gain valuable insights and broaden his leadership skills. Very consequentially, this move allowed him to engage directly with clients, manage teams, and drive business outcomes in ways that traditional finance roles seldom offer.This bold decision set McGuire on a unique career path, ultimately equipping him with the diverse experiences that would make him an ideal candidate for ADP’s CFO role nearly 20 years later.

In this bonus episode of CFO Thought Leader, host Jack Sweeney shares insightful stories from three finance leaders, focusing on their early beginnings and how those experiences shaped their careers. Scott Healy reflects on the influence of his father, an Air Force colonel, and his deaf brother, both of whom instilled a strong work ethic and a spirit of perseverance. Tracy Curley discusses her non-traditional path, balancing business experience with academic pursuits while navigating the challenges of being a military spouse. Lastly, Svai Sanford recounts his journey from being a Laotian refugee with a third-grade education to becoming a CFO, thanks to the support of his foster family. Each story highlights the significance of resilience, family influence, and the transformative power of education and opportunity.

In this episode of Planning Aces, Jack Sweeney and Brett Knowles discuss the evolving role of FP&A professionals, emphasizing the importance of relationship-building and strategic collaboration within organizations. As summer ends and fall approaches, Brett predicts a surge in business activity, particularly as companies rush to meet year-end objectives. The conversation highlights the decline in travel post-COVID, with more business being conducted via web meetings, though these are often less effective than in-person interactions. Brett underscores the need for FP&A teams to prepare thoroughly for meetings and to foster diverse thinking to achieve better outcomes. The episode also explores the challenges of integrating acquisitions, the significance of continuous improvement, and the evolving responsibilities of FP&A leaders. Ultimately, the discussion centers on the importance of strategic relationships, effective communication, and adaptive leadership in navigating today’s complex business environment.

While most CFOs climb the ranks through finance-related roles, Steinfort’s path took a significant detour—one that saw him leading a company as CEO before unexpectedly stepping into the CFO role.Steinfort’s transition from CEO to CFO occurred when he was approached by Dan Caruso, a long-time mentor and successful entrepreneur. The two had a history of working together, starting at Level 3 Communications and continuing through various ventures. When Steinfort was leading Envision, a software company he co-founded, Caruso was simultaneously building Zayo Group. Although their roles were in separate companies, they shared an office space, fostering a close working relationship.When Zayo’s CFO decided to retire, Caruso saw an opportunity for Steinfort. Despite his lack of a traditional finance background, Steinfort had accumulated significant experience in corporate strategy during his years as a consultant for Bain & Company, and meanwhile his business-building tenure as a CEO made him more than a little familiar with the complexities of strategic budgeting and resource allocation. These experiences, combined with the trust and confidence he had built with Caruso and the board, positioned him as an unconventional yet highly capable candidate for the CFO role at Zayo.Steinfort’s move from CEO to CFO, while rare, highlights the importance of adaptability and leveraging one’s broad skill set. His success in the CFO role, first at Zayo and now at DigitalOcean, underscores the value of diverse experiences in shaping a holistic approach to financial leadership.

Clemente Cohen’s finance career began in the early 1990s inside the Munich offices of Silicon Graphics, approximately 6,500 miles from the Silicon Valley company’s headquarters and 7,500 miles from his birthplace in Argentina. This transcontinental start marked the beginning of a career defined by global problem solving , adaptability and generous helpings of M&A experience. Cohen, who grew up in Germany after moving from Argentina, problem solving perspective to his role. Joining Silicon Graphics as an accountant, Cohen tells us he was able to quickly demonstrate to others a innate curiosity and willingness to go the extra mile. Frequently, his contributions went beyond traditional accounting, delving into financial analysis and supporting the company’s rapid growth. This foundational experience in a fast-paced, technology-driven environment would shape Cohen’s understanding of finance operations on a global scale. Over the next decade, Cohen’s career with Silicon Graphics expanded across continents. He held roles in Germany, the UK, and eventually became the International CFO, overseeing finance and business operations outside the United States. After a dozen years with Silicon Graphics, Cohen joined the London Office of CA Technologies , where Cohen tell us he was able to play a pivotal role in M&A activities and helped drive the company’s transition from hardware to software.After spending much of his career at large, global companies, Cohen made a deliberate decision to pursue CFO opportunities at smaller, private equity-backed firms. This shift allowed him to be more hands-on, driving business transformation and growth in a more direct way. The move was not without hesitation, as smaller companies often come with greater challenges and fewer resources. However, Cohen embraced the opportunity to apply his extensive experience in a more entrepreneurial setting.

When Salman Khan arrived in Dubai from the U.S. in the early 2000s, he was a seasoned auditor with PricewaterhouseCoopers, ready to narrow his focus on the oil and gas industry. If someone had told him then that he would one day be the CFO of the world’s largest Bitcoin mining company, Khan would have undoubtedly replied, “What mining company?” At the time, digital assets were a distant concept, and his world revolved around the complexities of oil reserves, regulations, and international finance.In Dubai, Khan honed his skills by navigating the intricacies of the oil and gas sector, gaining a deep understanding of commodity risk, capital-intensive operations, and global markets. This experience laid a strong foundation for his future role at Marathon Digital Holdings. Just as oil extraction requires careful management of a finite resource, Bitcoin mining demands a strategic approach to harnessing the limited supply of digital currency.Returning to the U.S., Khan joined Occidental Petroleum, where he quickly climbed the ranks. At Occidental, he took on diverse roles, including leading the spin-off of California Resources Corporation, a transformative experience that further prepared him for Marathon. He managed large-scale M&A transactions, scaled a business unit from $5 million to $5 billion in revenues, and navigated complex operational challenges. This period was crucial in shaping Khan’s ability to manage high-stakes, resource-intensive environments.Khan’s time at Occidental taught him to think strategically, manage risks effectively, and lead large-scale initiatives—skills directly transferable to the fast-paced world of Bitcoin mining. Today, as CFO of Marathon Digital Holdings, Khan’s journey from auditing oil fields to managing Bitcoin miners reflects a seamless transition of expertise, making him uniquely qualified to lead Marathon through its rapid expansion and ongoing success.

According to CFO Kabir Shakir, when AI giant Nvidia sought to expand its alliances in India, it knew exactly with whom to partner: “They did their homework, and they tapped on Tata’s door.”This partnership, Shakir tells us, has proven to be but one of a number of alliances in Tata’s journey toward becoming “the national AI champion for all of India.” Along the way, Tata Communications received its first order of Nvidia’s technology, whose integration has since been fast-tracked into Tata’s production processes. With Tata’s dominance in the Indian market, Shakir continues to relate, the company is now determined to capitalize on its Nvidia partnership in order to drive growth through AI innovations across its offerings.Of course, as it turns out, few finance executives may have been better prepared than Shakir to serve as an ambassador from India’s burgeoning AI appetite to U.S. technology companies. Before being named CFO of Tata Communications in 2020, Shakir—as CFO of Microsoft India—oversaw the software developer’s finance function for all of the country, gaining deep insights into the dynamics of tech-driven growth in one of the world’s most complex markets. His role at Microsoft involved managing a fast-evolving financial landscape, making him well versed in navigating the intersections of technology, finance, and global business. Not insignificantly, prior to his tenure at Microsoft, Shakir had spent 23 years at Unilever, where he advanced through various finance roles that ultimately led to major financial initiatives across multiple geographies.Beyond its Nvidia alliance, Tata Communications has formed strategic partnerships with other tech giants such as Microsoft, Google, Cisco, and AWS, positioning itself as a key player in the global digital ecosystem. Each of these collaborations continues to strengthen Tata’s ability to deliver cutting-edge solutions, particularly as the world increasingly embraces AI-driven technologies.Tata’s long-standing relationship with Formula 1 racing has further showcased its expertise in high-performance data transmission. The firm handles the live feed of Formula 1 events globally, ensuring seamless visual delivery of intricate performance data to millions of viewers. This partnership exemplifies Tata’s ability to manage complex, large-scale operations while maintaining the highest standards of quality and reliability.These forward-leaning collaborations—such as with AI innovators like Nvidia or through sports broadcasting and Formula 1—are central to Tata’s growth strategy, driving both innovation and market leadership in our increasingly digital world. 

In her role as CFO of California Bank & Trust, Chikako Tyler faced the collapse of Silicon Valley Bank—the second financial crisis of her career. Unlike the first crisis, the Great Recession, which forced her to leave a rewarding career in commercial real estate, this time, Tyler was prepared to take charge.In 2009, as the economic downturn decimated the real estate market, Tyler recognized the need for a change. She pivoted to banking, taking on a temporary role at California Bank & Trust, where she quickly discovered her passion for the intricacies of finance. Her journey through various roles in the bank—ranging from specialized asset analysis to risk management—shaped her understanding of the business and led her to the CFO office.By the time Silicon Valley Bank collapsed in 2023, Tyler had nearly five years of experience as CFO under her belt. Drawing on the lessons from her diverse career, she confidently navigated the crisis. Unlike the uncertainty she faced during the Great Recession, Tyler leaned into her role, guiding her team through the tumultuous period. She championed her bankers to manage their customers proactively, quelling any possibility of panic.Tyler’s journey from real estate to banking, and from crisis to confident leadership, underscores her adaptability and strategic mindset. Her ability to transform challenges into opportunities has not only defined her career but also strengthened California Bank & Trust’s resilience in uncertain times.

In 2005, fresh into his first banking job at Citigroup, Tom Bock found himself working 63 hours straight to prepare for a critical pitch. Fueled by a desire to prove his worth, he pushed his limits, refusing to rest until the task was completed. However, this grueling experience came at a cost—his nose began bleeding, a stark sign of physical exhaustion. Despite his best efforts, the pitch fell short, leading Bock to a moment of deep reflection.At the time, Bock was someone who believed in sheer perseverance, equating success with pushing through challenges alone. But the Citigroup experience became a turning point in his career. Through discussions with mentors and careful self-assessment, he recognized the flaws in his approach. Bock learned three crucial lessons: the importance of breaking down complex tasks into manageable parts, the necessity of self-care, and the value of seeking help when needed.This experience broadened his understanding of success in finance. It wasn’t just about individual heroics but about effective teamwork and sustainable work practices. As Bock transitioned into more senior roles, these lessons became foundational to his mindset as a CFO. They guided him in balancing the demands of leadership with the realities of human limitations, ultimately shaping his approach to managing teams and making strategic decisions. Today, as CFO of Smart Financial, Bock applies these insights to ensure long-term success, both for himself and his organization.

Doug Potvin’s journey to becoming the CFO of Trinity Logistics reveals the power of adaptability and continuous learning. Initially captivated by technology in high school, Doug pursued a degree in computer science, only to discover a passion for finance during a college course. This pivot led him to the National Marine Fishery Service (NMFS), where he gained invaluable experience in loan origination and financial analysis.Despite the security and stability of his government job, Doug felt increasingly constrained by bureaucratic micromanagement. Seeking greater autonomy and a desire to directly impact business operations, Doug made the pivotal decision to transition to the private sector. He was looking for an environment where he could leverage his skills more dynamically and foster deeper connections with the business’s strategic goals.Doug’s next move was to a family-owned seafood company, where he initially served as a controller. Over a decade, he expanded his role to general manager, overseeing HR, legal issues, farming operations, and technology integration. This hands-on experience in a diverse set of responsibilities provided Doug with a comprehensive understanding of business operations beyond finance.In 2006, Doug joined Trinity Logistics as CFO, drawn by the challenge of transforming and growing the company. Under his financial leadership, Trinity Logistics grew from a $100 million to a $2 billion enterprise. Doug’s emphasis on leveraging technology and automating processes has been instrumental in driving efficiency and growth. His collaborative approach and deep understanding of business operations have allowed him to create a robust financial strategy that supports Trinity’s long-term objectives.Doug Potvin’s career journey highlights the importance of seeking environments that align with one’s values and aspirations, demonstrating how a strategic shift can lead to remarkable professional growth and success.

Todd Patriacca was more than a dozen years into his finance career when two things happened that accelerated its trajectory. The first was that he found a mentor—or, rather, that his future mentor found him. The second was that he became immersed in Lean culture.Starting his career at Arthur Andersen, Patriacca spent nearly 10 years in public accounting, a span that allowed him to gain a broad perspective on various industries. However, it was in a subsequent role as corporate controller at a private company that he found a mentor to guide him through essential areas like tax, treasury, and operations—preparing him for the CFO role that he eventually assumed.It was during these years that Patriacca was introduced to Lean principles. Initially rooted in manufacturing, Lean focuses on continuous improvement and eliminating waste. Patriacca saw the potential to apply these methodologies to finance. He began by implementing standardized processes and automation, significantly improving efficiency. For instance, 80% of accounts payable invoices with purchase orders became processed without human intervention, allowing his team to focus on exceptions and strategic tasks.Upon joining BVI Medical in 2023, Patriacca continued to champion Lean principles. He established a Center of Excellence in Poland, centralizing operations to enhance efficiency and scalability. His approach to Lean extended to leveraging AI for forecasting and inventory management, exploring opportunities to further streamline operations.When asked how far along in their career finance professionals should be exposed to Lean thinking, Patriacca’s response is clear: “As early as possible.” He believes that early exposure helps finance professionals to develop a mind-set geared toward continuous improvement and collaboration. Patriacca’s career journey underscores the transformative impact of Lean thinking, illustrating its power to drive efficiency and innovation in finance.

The year 1986 was a pivotal one for Larry White’s career in the U.S. Coast Guard. After entering the Coast Guard Academy in 1976 and graduating in 1980, White subsequently advanced through a series of intriguing roles including commanding an 82-foot patrol boat before deciding to pursue an MBA. The Coast Guard agreed to underwrite this move, enhancing his resume and eventually making him an attractive candidate for high-profile roles in Fortune 100 companies. Still, White had no intention of leaving the Coast Guard.Going forward, a decision by White to specialize in finance, rather than following the traditional rotation between operational and financial roles, was initially met with skepticism inside the military. Early in his career, it was suggested that his focus on finance could limit his promotion prospects. However, White's commitment to his specialty, combined with his strategic use of professional certifications and active involvement in organizations like the Institute of Management Accountants (IMA), proved this view to be incorrect.As the first active-duty military officer to serve as the global chairman of the IMA, White distinguished himself in his field. He also contributed to the International Public Sector Accounting Standards Board while serving as a captain in the Coast Guard, highlighting his expertise in public sector financial management.Following his retirement from the USCG, White’s career continued to flourish. The very next day, he signed agreements with Deloitte and the Resource Consumption Accounting Institute, where he served as executive director for 14 years. His post-retirement work focused on improving cost management practices and advocating for better education for management accountants, reflecting his dedication to enhancing financial practices.White’s ongoing involvement with organizations such as COSO (Committee of Sponsoring Organizations of the Treadway Commission), where he works on internal controls and enterprise risk management, underscores his commitment to advancing the field. He also helped to establish the Profitability Analytics Center of Excellence, which now engages a broad audience as it aims to advance internal decision support practices.White’s career is a testament to how specialization, supported by continuous education and professional development, can lead to impactful leadership and meaningful contributions within both the public and private sectors. His journey reflects the lessons learned from his Coast Guard service and his dedication to fostering change and innovation in financial management.

t a recent executive team dinner, several Acorns executives were reminiscing about their childhood professional aspirations. While many had had career dreams that had long ago lost their luster—Seth Wunder told his colleagues that he never gave much thought to being anything other than an investor. “I grew up in a household and family that was focused on investing and on the growth of the markets,” Wunder recalls. As a teenager, he was already engrossed in financial markets, which would set the stage for a career path that would eventually lead him to the CFO office at Acorns, a pioneering investment platform.Wunder’s journey began in investment banking, where he honed his analytical skills and developed a keen eye for financial opportunities. His transition to running an investment fund further solidified his investing credentials, allowing him to delve deep into the intricacies of market dynamics and company valuations. It was here that Wunder cultivated his strategic mind-set, learning to balance short-term gains with long-term value creation.Still, the transition from investor to operator is a pivotal career chapter. He noted that one of the everyday challenges in this is to translate financial concepts. “When you’re in finance, everyone around you understands the technical language, but as a CFO, you have to communicate in a way that everyone can understand, regardless of their domain expertise,” Wunder explains. This insight has led him to make clear communication a priority, although he admits that optimizing the skillset needed to break down complex ideas into simple building blocks remains a work in progress.Upon joining Acorns, Wunder quickly found his footing during the acquisition of GoHenry, which expanded Acorns into international markets. This transaction showcased his ability to integrate teams and drive synergies, ultimately enhancing the company’s growth trajectory.On the home front, Wunder, a father of three, says that he is committed to instilling sound financial habits in his children. He believes in the power of early financial education and is determined to help shape their financial futures—much like he aims to do for Acorns users.

Brett & Jack discuss the commentary and insights of three accomplished CFOs (Sandeep Aujla from Intuit, Shelagh Glaser from Synopsys, and Seth Wunder from Acorns), while highlighting their distinct approaches to strategic finance, organizational structure, communication, and business growth. While all three Planning Aces highlight the importance of strategic finance and organizational efficiency, their reflections differ in focus. Aujla emphasizes the integration of finance with business strategy, Glaser focuses on aligning investments with strategic goals and improving communication with investors, and Wunder highlights the importance of team collaboration and simplifying communication across different domains. Each CFO offers unique insights into how finance can drive business success in their respective companies. 

Josh Schenker may well be the only CFO we’ve interviewed who claims to have dropped out of high school—which he actually did, in order to accelerate his academic ascendance by passing the General Educational Development (GED) test, which in turn allowed him to enroll at college ahead of schedule.“I never received a diploma from my high school, so, technically, I am a dropout,” explains Schenker, who logged many hours during his high school years at his father’s wealth management company. It was there, he tells us, that he first developed a keen understanding of finance.Schenker relates that he would immerse himself in learning the intricacies of portfolio allocation and market optimization, which ultimately laid the foundation for his future career. With a strong interest in finance and business, Schenker pursued further studies in these fields, eventually earning a master’s in finance from MIT. This academic background, combined with his early hands-on experience, equipped him with the skills needed to navigate the complex world of finance.Schenker began his career in strategy consulting at PwC, where he further developed his analytical skills by working across multiple industries to identify key business metrics and optimize performance.His transition to AOL’s Corporate Development Group marked a significant step in his career. There, he participated in numerous M&A deals, including the high-profile acquisition of Yahoo by Verizon. Eager to gain deeper involvement in business operations, Schenker joined Yahoo Sports as head of business operations, a position that enabled him to hone his skills in budgeting and investment strategies.Driven by a desire for hands-on experience in running a business, Schenker then moved into the start-up world, assuming roles at companies like clean.io and Cluster. In these CFO positions, he leveraged his M&A experience and strategic insights to drive business success, which would lead to his current role as CFO at Aditude, where he continues to apply his diverse expertise in finance and business management.

When asked to share a single career chapter that has influenced her strategic mind-set as a finance leader, Synopsys CFO Shelagh Glaser knew exactly what to cite.She described a period that had unfolded during her 29 years at Intel Corp., when—seemingly overnight—consumer appetite for tablets had begun to upend Intel's enduring PC chips business. The initial response within the company was one of denial, she explains. Certain voices could be heard saying, "This isn't really happening" or "These tablets are just toys; we build real computers."According to Glaser, the initial reaction was akin to one the five stages of grief. However, stepping back revealed the stark reality that Intel had seemingly lost about a third of its market overnight, which translated to a dramatic 100 million units. This pivotal moment demanded urgent action and set the stage for a string of days and nights that would expose to Glaser the critical alignment required between crisis management and swift strategic decision-making."We needed to be able to describe the situation to people very quickly and answer the important question, 'What does this mean for me?,'" explains Glaser, who notes that Intel thereupon executed a 25% reduction in investment and workforce, understanding that immediate action was crucial to stabilize the business. This was followed by a strategic refocus on key growth segments, such as business professionals and gamers, which ultimately revitalized Intel's PC division. This experience embedded in Glaser the importance of making quick, informed decisions during crises, a principle she has carried into her role as CFO at Synopsys.At her present firm, Glaser applies this strategic mind-set by emphasizing efficient resource allocation and aligning investments with long-term goals. The approach she tell us ensures that every dollar spent is directly tied to strategic objectives, which fosters a culture of strategic finance that drives sustainable growth.Moreover, her tenure at Synopsys has underscored her commitment to clear communication and investor relations. Recognizing the complexity in how the business was being presented, she revamped segment reporting to clarify the company’s diverse operations. This transparency has improved investor understanding and aligned internal focus on critical metrics.

In a special Trouble Shooter episode of CFO Thought Leader, we speak with Tal Kirschenbaum, CEO and founder of Ledge. Together, we delve into his career journey and the foresight that led him to identify a significant opportunity in finance automation. Tal's path, starting from his finance education at the University of Chicago and Tel Aviv University, through various roles at Intel Capital, BCG, Facebook, and Milio, provided him with a broad perspective on financial operations and corporate development.At the core of Tal's entrepreneurial vision is a keen awareness of the inefficiencies in traditional finance operations. He identified a common challenge faced by finance teams: the reliance on manual processes and siloed systems, which often lead to increased workloads and errors. This insight spurred the creation of Ledge, a platform designed to automate repetitive tasks and streamline financial data management. Tal's experiences highlighted the critical role of AI in transforming finance functions. He emphasized that AI can address the high volume of unstructured data finance teams deal with daily. For instance, AI-driven solutions can resolve discrepancies in transaction data, such as mismatched names between bank transfers and invoices, significantly reducing manual intervention.Moreover, Tal sees AI as a powerful tool for financial forecasting. By using AI to predict outcomes based on historical data and user inputs, finance teams can move away from time-consuming manual data manipulation and focus on strategic decision-making. This shift not only enhances efficiency but also addresses the acute shortage of skilled accountants by automating routine tasks and allowing finance professionals to engage in more valuable work. In today's challenging economic environment, Tal advises finance leaders to prioritize sustainable and profitable growth. He believes that integrating AI into finance operations is crucial for achieving increased efficiency and supporting complex business operations. As the market demands more from finance teams, leveraging AI can be the key to maintaining competitiveness and ensuring long-term success.

“I see the fear of failure as being so detrimental to so many people early in their career. In people’s minds, failing is often outsized, but most of the time, the things you’re dealing with when you’re up and coming are expected to involve some failure. That’s how you learn,” reflects Eric Emans, the CFO of Nintex. Emans tell us his career was built using the power of learning from mistakes and driving an expectation-based culture in finance.In fact, Emans views failure as a critical learning tool. Starting his career in juvenile rehabilitation, Emans tell us he gained unique insights into human behavior and communication, which later influenced his approach to leadership. When Emans transitioned to finance, he was determined to understand the business holistically, not just through numbers.At Bluecore, where he first stepped into a CFO role, Emans emphasized the importance of building strong relationships within the organization. He relied on mentorship and collaboration to navigate new challenges, openly seeking feedback from colleagues and industry veterans. This approach helped him avoid common pitfalls and develop a nuanced understanding of financial operations.As CFO of Nintex, Emans has continued to foster a culture where team members are encouraged to go beyond their job descriptions. He uses the metaphor of the left hand and right hand to describe the importance of both controllership and FP&A in his leadership. “My head of FP&A and my controller need to be my right and left hand. Not only do they need to be talented, but I need to be able to speak to them about almost everything going on in the company,” he says.Emans believes in empowering his team to think critically, challenge assumptions, and bring new insights to the table. “If a finance person just hands me back the analysis I asked for, that’s great. But if they go further and provide additional insights, that’s what makes the difference between a good and a great organization,” he says.It perhaps little surprise Emans’s leadership style is driven by continuous learning. He advocates for finance professionals to engage with different disciplines, understand the broader business context, and not be afraid to make mistakes.

By the time Sandeep Aujla arrived at Intuit in 2015, he had already invested 7 career-building years as a senior finance executive at Visa, so his path to the CFO office was presumably getting shorter and shorter. Still, it would be another 8 years before he would be appointed Intuit CFO.While there’s little question that during those 8 years Aujla could have likely nabbed CFO appointments elsewhere. Certainly, many finance organizations experienced a migration of senior talent during the covid years. Aujla’s decision to stay and complete yet another tour within Intuit reminds us that the shortest path is not always the best.Aujla’s journey at Intuit began with a dual mandate: to build a forward-thinking finance team and to deeply engage in business operations. Initially, he took on the role of acting chief risk officer for Intuit’s payments business, demonstrating his versatility and strategic thinking. This early experience laid the foundation for his future contributions, as he helped to transition Intuit from being primarily an accounting software provider to representing a broader platform offering services such as payments, payroll, and Mailchimp.Aujla played a pivotal role in this transformation, co-leading the small business group and driving the strategy that shifted Intuit’s main revenue base from accounting software to a diverse array of services. His ability to adapt and innovate was crucial as Intuit evolved into a high-growth, high-margin company.Despite opportunities to join other companies, Aujla remained at Intuit, benefiting from the company’s deliberate investment in his growth. Working closely with current CEO Sasan Goodarzi and former executive chairman Brad Smith, Aujla received mentorship and leadership development that prepared him for the CFO role. This investment, coupled with his extensive involvement in strategic initiatives, ensured that he was not only ready for the role but also deeply aligned with Intuit’s vision and culture.As CFO, Aujla focuses on unlocking potential within the finance team and the broader organization. He emphasizes the importance of talent development, spending significant time recruiting, coaching, and nurturing top performers. His strategic mind-set, honed through years of navigating Intuit’s complex business landscape, well positions him to lead the company through its next chapter of growth. “You always have to be proactive in managing your career, but this doesn’t mean being impatient or expecting a linear progression. Deliver top-tier performance in your role and don’t hesitate to raise your hand for projects or roles that are outside your comfort zone. You also need patience and a willingness to play the long game. When I left Visa for Intuit, I moved to a smaller company in a different space, no longer reported directly to the CFO, and took a smaller scope than what Visa was offering me as a counter. However, I knew that the role at Intuit would expand my skills across different business models, as well as better position me to be a C-suite leader downstream. It is this focus on growing your skills, feeling your brain hurt, and delivering positive tangible impacts that becomes the differentiator.” –Sandeep Aujla, CFO, Intuit

Mark Khavkin tells us that from the very beginning of his career journey—a 2008 role as an investment professional with a European private equity firm—he was able to gain experience in board strategy, investor relations, and entrepreneurial exploration. This foundation allowed him to read boardroom dynamics from very early on and prepared him to anticipate a variety of operational perspectives that would set the stage for his path forward.Transitioning to Silicon Valley, Khavkin joined eBay’s corporate development team, where he learned to align acquisition opportunities with the strategic goals of business units and technology leaders—experience that deepened his understanding of operational management and strategic planning.A pivotal moment came when a former eBay divisional CFO who had served as a mentor invited Khavkin to join oDesk (later Upwork) as FP&A lead. This role allowed him to influence company culture and drive change from within the finance function. At Upwork, Khavkin tells us he sharpened his ability to integrate investor narratives with internal strategies, from marketing to product development. His ability to present a cohesive story from market opportunities to long-term strategy proved instrumental during the early milestones of Upwork’s IPO journey.Throughout his career, Khavkin has come to pursue experiences that would require a unique blend of investment acumen, strategic insight, and leadership impact. His journey highlights the importance of understanding both investor perspectives and operational realities, while crafting a narrative that demonstrates insight into both.

Karen Williams’s journey to becoming a successful CFO began with a crucial lesson learned early in her career at the UK headquarters of candy giant Mars. As a young professional, she tells us, she had failed to grasp the importance of relationship-building and expressing her passion for the business. At times, this void had kept her sidelined and stymied her professional growth, a conclusion at which she would arrive only much later, when she personally witnessed the power of networking and personal connections.The turning point came during her tenure at American Express. Immersed in a culture that valued relationships and collaboration, Williams began to understand how networking could unlock the potential of others. The open-door policy at American Express allowed her to connect with colleagues across departments, fostering a sense of community and shared purpose. It was here where she found a mentor who not only guided her through the intricacies of corporate finance and leadership after recognizing her passion and dedication but also provided valuable insights that opened the doors to new opportunities that would accelerate her career progression.Years later, when Williams ascended into the first of what would become a number of CFO roles, she carried forward the lessons learned from her experiences. She emphasizes the importance of a human capital mind-set that rewards those who demonstrate a genuine passion for the business. Furthermore—because she believes that passion drives results—she strives to create an environment where her team feels motivated and valued. By promoting internal talent and fostering a culture of continuous improvement, Williams ensures that her team is not just competent but also deeply engaged and committed.

On the latest episode of Planning Aces three dynamic CFOs—Robert Cornella (RNDC), Karen Williams (American Express Global Business Travel), and Tony Querciagrossa (Pinstripes)—share a menu of FP&A insights and experiences. Robert Cornella emphasized the importance of understanding value chain economics and achieving operational harmony within complex mergers. His experience at Coca-Cola highlighted the necessity of predictable revenue streams and balanced incentives for long-term investment. Karen Williams brought a fresh perspective on utilizing data. She stressed the need for a proactive approach in gathering and analyzing diverse data sources, alongside encouraging self-sufficiency within teams using different technology tools. Her focus on customer feedback underscores the value of real-time insights in shaping business strategies. Tony Querciagrossa reflected on his entrepreneurial journey, underlining the benefits of working in smaller companies where exposure to various business aspects is inevitable. His pivotal moment at Medline illustrated the significance of aligning financial support with organizational needs, fostering a collaborative environment to solve broader business problems. Hosts, Sweeney and Knowles, highlight the shared themes of data curiosity, the evolving role of finance in operational decisions, and the importance of cross-functional competencies. 

Mo Shahzad is not one for trivial conversations. At Relativity Space, he’s known for his deep curiosity, often engaging team members in discussions about their interests and passions. This intellectual curiosity is not just a personal trait—it’s a vital tool for his role as CFO. Mo’s ability to connect on a personal level mirrors his professional mission: translating the innovative dreams of Relativity Space’s founders into a compelling narrative for investors.

In the season 1 finale of Controllers Classified, host Erik Zhou is joined by Sarah Hinkfuss from Bain Capital Ventures for an overview of the VC investment landscape and a deep dive into her investment due diligence approach for growth stage companies. The episode begins with Sarah highlighting milestones from her career, including her time conducting water pricing research in the Middle East, her transition into tech, and her pivot from tech into investing. Underlying everything is her passion for empirical based decision making and a belief that complex problems require a multidisciplinary approach. The conversation then pivots to the investment landscape. Sarah explains the relationship between companies, VCs, and LPs, and how the macroeconomic environment is driving a “flight to quality”. The result is companies are being asked to balance growth and profitability, and increasingly making hard decisions around what to keep and what to cut. Sarah then gives listeners an insider's look at her investment due diligence approach for growth stage companies, underscoring the importance of a company’s financials in this process. She spends some time explaining why unit economics and a business model are so important and notes that it’s not just about seeing the numbers. A founder must have a clear narrative about what drives their business and where they see things going in the future. Sarah also touches on the transition from Series A to Series B, and the nuances in the fundraising process for early vs. growth stage companies. This episode is a must-listen for founders & finance leaders aiming to navigate the complexities of fundraising in today’s macroeconomic environment.

Looking back, John Lutz doesn't hesitate to recall a strategic turn along his career journey when, during his tenure as director of finance at Charter Steel, he transitioned a cumbersome, error-prone Excel model into an advanced, activity-based costing system. By involving stakeholders from across the company, Lutz tells us he not only gained buy-in but also unlocked the power of teams to create a tool that transformed the way the business operated, enhancing both efficiency and profitability.Years later, as CFO of Sellars, a manufacturer of household products and supplies, Lutz spearheaded efforts to modernize the company’s data infrastructure. “We’ve come a long way in two years,” says Lutz, who tells us that in the not-too-distant past, the company’s data storage strategy involved a row of filing cabinets. Along the way, real-time dashboards replaced static reports, enabling instant access to crucial data. These changes, Lutz explains, turned the finance department into a strategic partner that proactively identified and addressed issues.His commitment to leveraging technology hasn’t stopped there, as he looks to introduce robotic process automation to streamline repetitive tasks, freeing up his team to focus on higher-value activities. Extending beyond internal collaborations, his approach to empowering teams was further evidenced by his close cooperation with supply chain partners to optimize procurement processes and nurture long-term, sustainable relationships.Lutz's CFO mindset exemplifies how embracing the power of teams and technology can drive transformative change. By fostering collaboration, leveraging data, and empowering his team, Lutz says he has been able to propel organizations forward, demonstrating that finance can be a catalyst for strategic growth and innovation.

Beginning her career as an analyst, Carol Lee honed her technical skills both in pre-revenue start-ups and a multinational corporation with over $10 billion in revenue. These contrasting environments, she tells us, equipped her with a unique perspective on what it takes to be both scrappy and scalable.Early in her career, Lee immersed herself in M&A activities, gaining insights from both the buy and sell sides. As an analyst, she was able to absorb vast amounts of financial information and build detailed models as she observed high-stakes negotiations from up close. These experiences were instrumental in understanding the end-to-end processes of M&A, from financial scrutiny to integration and synergy realization. This comprehensive view became invaluable to her as she emerged as a finance leader.Lee’s tenure at 100-year-old Konica Minolta exposed her to large-scale operations and the intricacies of synchronized business processes. This period taught her the importance of structured, efficient workflows and the necessity of diverse go-to-market strategies. These insights became crucial when she transitioned to the fast-paced environment of Silicon Valley tech start-ups, where agility and rapid decision-making are essential.In her first CFO role at GoodData, a VC-backed company, Lee embraced the chaos and speed of the start-up culture. Her ability to balance structured financial oversight with the need for flexibility and rapid experimentation became a hallmark of her leadership. This balance, coupled with a deep understanding of various business scales and sectors, defines Lee’s CFO mindset today.Lee emphasizes the importance of communication, storytelling, and partnership in finance leadership. By integrating technical acumen with strategic foresight and a collaborative approach, she navigates the complexities of scaling businesses while fostering innovation and growth. 

CFO Thought Leader host Jack Sweeney and performance management guru Brett Knowles explore and highlight the takeaways from The 20 Leading CFOs of AI report, recently published by CFO Thought Leader. The conversation underscores the ethical challenges posed by AI and the critical role CFOs play in ensuring responsible governance. Notable examples like Krishna Rao of Anthropic and Colette Kress of Nvidia. As AI continues to revolutionize industries, CFOs are tasked with balancing innovation and ethical stewardship.

Michael O’Grady’s finance strategic moment occurred in 2014 at higher-ed tech company Ellucian. Faced with transitioning from a traditional perpetual license model to a SaaS one, he identified the need for a unified approach across all business functions. Recognizing that the company’s executives had differing visions, he proposed skipping the annual budget process to focus on a 5-year integrated plan. This comprehensive strategy, developed with input from all departments, required significant investment but also was crucial for the company’s transformation. The plan’s success ultimately contributed to Ellucian’s acquisition by TPG for $3.5 billion, demonstrating the power of cohesive strategic financial planning. O’Grady’s journey to becoming a finance executive was far from linear. In his early years, he was uncertain about his career path. He had a passion for languages, which led him to work for Berlitz, the global language education company. Fluent in three languages, he found that his experience at Berlitz broadened his perspective and honed his communication skills. Still, something was missing.Increasingly, O’Grady found himself intrigued by the complexities of business and finance. He decided to pursue further education in the latter, where his analytical mind and problem-solving skills began to shine. His first major career step in finance was at a midsize manufacturing firm. Here, he encountered the realities of budget constraints and resource allocation, learning the critical importance of aligning financial goals with broader company strategies.By the time he joined Ellucian, O’Grady had built a wealth of diverse experiences that had shaped his financial acumen. His ability to integrate different departmental visions into a cohesive financial strategy helped not only to transform Ellucian’s business model but also to self-validate his growing ambitions to become a CFO.

Two-and-a-half years ago, CFO Tony Querciagrossa began a discussion with Dale Schwartz, founder of Pinstripes, that would eventually lead to Querciagrossa joining the experiential dining up-and-comer as CFO. Turn back the clock a little, and you would see that Pinstripes, aiming for a traditional IPO, had engaged Goldman Sachs to solidify its path toward benefiting from a permanent capital structure. However, the emergence of the omicron variant of you-know-what disrupted these plans, placing the firm’s IPO on hold as uncertainty loomed.Read MoreDespite the sudden challenges, Pinstripes pivoted swiftly to seize the opportunity presented by a changing financial landscape. Enter Banyan, a SPAC deeply invested in the industry and eager to collaborate. Querciagrossa joined the company just as the Banyan team was finalizing their business combination agreement—which would mark a pivotal moment in Pinstripes’s trajectory. With momentum building, Querciagrossa stepped into his role as CFO during the second phase of Banyan’s road show, where discussions revolved around securing vital capital for the company’s future.For the sake of perspective, it may be informative to note that Querciagrossa’s journey had begun at GE, where he honed his skills as a proactive finance executive amidst a culture that encouraged strategic thinking over reactive responses and prepared him well for his critical juncture with Pinstripes. His experience in navigating complex financial landscapes and fostering growth in dynamic environments would serve as a foundation for his leadership role at his new firm. Embracing the challenges presented by the SPAC route, Querciagrossa tells us, he nonetheless was fortunate to be able to achieve the the agility and foresight necessary to navigate turbulent market conditions and steer Pinstripes toward its next phase of growth.

On Location IMA24 (San Antonio, TX) the annual America's conference for the Institute of Management Accountants (IMA) CFO Thought Leader Host Jack Sweeney speaks to Mike DePrisco, IMA President and CEO, about the evolving importance of certifications like the CMA (Certified Management Accountant) and the newly established FMAA (Financial and Managerial Accounting Associate) to support early-career individuals. DePrisco stressed the need for personalized professional development to cater to unique career motivations and the critical role of CFOs in promoting continuous learning.The IMA is focusing on stackable digital credentials in areas like AI and cybersecurity to help professionals specialize further. Additionally, the IMA plans geographic expansion, notably into Japan, and aims to strengthen partnerships with academic institutions and organizations.Dianna Steinbach, IMA SVP growth, highlights the opportunities for growth both domestically and internationally, with a strategic push into Japan due to its need for financial management and analysis (FP&A) resources.

In the throes of the Great Recession, Erica Gessert faced one of her first tests of leadership. As the head of Investor Relations for Virgin Mobile, she found herself navigating the collapsing financial sector. Key banks that were integral to the company's operations began to crumble, and the economic landscape was fraught with uncertainty. Keeping investor concerns top of mind, Gessert was able to help steady Virgin Mobile and bring the path leading beyond the crisis into full view.In the years ahead, Gessert’s career trajectory continued upward as she transitioned into various finance leadership roles. She spent a significant portion of her career at PayPal, where she honed her skills in analytics and strategic planning. Her ability to leverage data for decision-making allowed her to emerge as a strategy-minded finance executive capable of driving business growth and profitability.In May 2022, Gessert was named CFO of Upwork. At the time, the company was grappling with profitability challenges despite the favorable tailwinds from the pandemic-induced shift to remote work. Drawing on her experience, Gessert initiated a series of strategic measures to stabilize the company's finances. Within just three quarters, she led Upwork to a turnaround, achieving 18% EBIT margins and positive cash flow.A key aspect of Gessert’s strategy has been leveraging technology and data analytics to enhance customer acquisition and retention. She implemented predictive churn models and other analytical tools to gain deeper insights into customer behavior, significantly improving Upwork’s client growth.

When she was an international studies major living abroad, Ashley Johnson tells us she met a U.S. ambassador whose unvarnished career advice subsequently led her to divert her career path away from the diplomatic corps of the U.S. foreign service.Johnson reflects, "I thought I was going into the State Department." However, a weekend spent with Ambassador Roy Huffington, immersed in discussions about the pivotal role of a strong economy, sparked a profound realization. "You cannot be an effective leader if you don't understand how to make a strong economy," the ambassador and renowned Texas oilman emphasized, leaving Ashley determined to delve into the world of business and finance.More encouragement followed when a friend from a study group introduced her to the intricacies of Wall Street, igniting her fascination with financial statements. "Financial statements tell a really interesting story," she notes, "and if you know how to read them, you're going to understand something about that company that maybe other people won't."Johnson routinely draws our attention to lessons and moments of insight, such as when she illustrates for us the origins of her unwavering commitment to thorough analysis. During a pivotal investment decision, her scrutiny of financial assumptions saved her firm from a potential catastrophic loss. "Look for those assumptions, question them again and again," she advises, emphasizing the critical role of meticulous examination in financial decision-making.

In this episode of Controllers Classified, host Erik Zhou is joined by Eugene Spevakov, Treasurer and Head of Corporate FP&A at 6sense. The conversation begins by tracing Eugene’s path, highlighting his start in civil engineering and his transition into treasury and corporate finance. The episode then dives deep into the primary responsibilities of a treasury function: cash and risk management (aka, you need to be able to move money from point A to point B safely). Eugene spends time explaining what both mean and best practices associated (tip: prioritize cash preservation, liquidity, then yield). As a part of that, he reflects on the SVB collapse a year ago, and how that galvanized a lot of companies to take a hard look at their cash and risk management processes. The conversation pivots to Eugene’s focus areas and accomplishments at 6sense. He shares how he built the company’s first official treasury function, executed a senior secured credit facility, and designed an investment portfolio to optimize yield and reduce banking fees. As a part of this, he spends a few minutes on the macro environment, including the end of the ZIRP era and the influence of geopolitics. His primary point? Manage the risk you can control, and scenario plan for what you can’t. This is a “don’t miss” episode for finance leaders looking to build effective cash and risk management strategies.

CFO Jorge Stevenson’s finance career journey begins in Santiago, Chile, where both his parents were leaders within the business community and instilled in him the importance of finance when it comes to  achieving business success.Jorge’s formal business education began with an MBA from Duke University, where he honed his finance. His professional journey includes pivotal roles at a number of different organizations. At Goldman Sachs, he gained exposure to mergers and acquisitions, financial planning, and board-level responsibilities. His tenure at Prudential further solidified his strategic thinking capabilities, working on mergers and acquisitions across Latin America, Europe, and Africa.

In the early years of Scott Henderson’s career, the dotcom bubble burst, leaving the tech industry in turmoil and many young professionals uncertain about their futures. Despite this chaotic climate, Henderson decided to take a calculated risk by joining another dotcom venture. This time, the company was a modest enterprise with 300 employees and $25 million in revenue. At the time, it was known as Salesforce.com.Henderson’s gamble paid off handsomely. As Salesforce grew from a promising start-up into a global tech giant, Henderson’s role within the company expanded significantly. He ascended through the ranks, eventually managing a team of 600 people across 13 countries. During his tenure, he played a pivotal role in integrating major acquisitions like MuleSoft and Tableau, helping to navigate the complexities of these integrations while driving corporate planning and strategic initiatives.In 2022, Henderson took on a new challenge as CFO of DISQO, a brand experience platform company. Stepping into DISQO, he was greeted by a smaller team and the economic headwinds of a post-pandemic world. Henderson immediately set about understanding the company’s structure, focusing on areas for improvement and leveraging his extensive experience to bolster DISQO’s finance operations.One of his key initiatives was to enhance Revenue Operations (RevOps), positioning it as the crucial link between the front and back offices. This strategic focus helped DISQO to navigate economic uncertainties while preparing for durable growth. Under Henderson’s guidance, DISQO transformed its finance function into a strategic partner, enabling better decision-making and fostering a culture of continuous improvement.Henderson’s career journey, marked by calculated risks and strategic foresight, underscores the importance of adaptability and vision in the ever-evolving tech landscape.

A brief summary of this episode

Efraín Pérez Agosto began his career on the lively casino floors of Puerto Rico, where his fascination with the gaming industry was first sparked. Starting with a succession of jobs, he quickly showcased his analytical prowess and passion for finance. In search of broader horizons, Agosto relocated to the U.S. when his casino owner set down roots in Indiana. This move marked a pivotal chapter in his career, as he balanced work while completing his undergraduate degree stateside before going on to pursue an MBA.The Indiana operation offered Agosto invaluable experience in the American gaming market. His ability to dissect complex data and drive strategic initiatives began to set him apart. During this period, Agosto tells us, his pursuit of an MBA expanded his strategic thinking and prepared him for more significant challenges ahead.Upon graduating, Agosto joined Caesars Entertainment, where he soon found himself on a fast track to becoming a casino controller. After 4 years with Caesars, it was then on to MGM Resorts International, which was seeking to field a finance team for its new National Harbor resort in Maryland.Agosto headed east, where over the next 5 years he steadily advanced up MGM’s finance ladder. Eventually having beefed up his FP&A resume, he subsequently landed inside the National Harbor’s CFO office.Although his leadership there was notably tested by both the COVID-19 pandemic and a significant cyberattack, his proactive and resilient approach was able to help to safeguard the business. Today, Agosto focuses on driving growth initiatives and navigating labor market challenges, positioning him as a transformative finance leader in the gaming industry.

Robert Cornella’s path to the CFO office at Republic National Distributing Company (RNDC) wasn’t meticulously planned; it was shaped by pivotal moments and unexpected opportunities. A significant milestone arrived with his appointment as CFO of Coca-Cola Germany, a defining chapter in his career.Before his tenure in Germany, Cornella had already achieved several notable accomplishments. His journey began when he boldly relocated from the United States to Europe with E&Y, setting the stage for transformative experiences.His elevation to CFO of Coca-Cola Germany validated his previous career decisions. “I was handed the keys to the kingdom,” he recalls. Still, Cornella had some nagging doubts and wondered whether he was ready for the position. For his part, Cornella had emerged as an ideal candidate for the role due to his involvement in a multibillion-dollar transaction consolidating European bottlers. In time his deep understanding of the different bottlers and their operations, along with his growing fluency in German, would allow him to navigate the complexities of the new position with confidence.Still, Cornella’s story neither starts nor ends there. Another opportunity arose when Coca-Cola sought to formalize its finance function, particularly with regard to concentrate operations—which were generating more than 70% of revenue. Cornella was asked to be the lead in Ireland by establishing a finance team for EMEA’s commercial product supply. This was an unexpected challenge, but one that he embraced wholeheartedly.Reflecting on his journey, Cornella acknowledges the wisdom of those who saw his potential long before he did. Each twist and turn offered opportunities for growth and learning, shaping him into the capable leader that he is known to be today.

Blending academic rigor with industry acumen- Fatema El-Wakeel, PHD has multiple professional lives inside the data strategy realm. Her multifaceted career encompasses roles at the University of Cambridge, where she imparts knowledge as a seasoned educator, and at Unilever, where she shapes strategic data initiatives. Fatema also lends her expertise as a non-executive director (Institute of Management Accountants), showcasing her versatility and leadership in diverse settings. A crucial aspect of her professional life is the intersection of academia and industry. Fatema champions the idea that academic research can profoundly inform practical solutions, while real-world challenges can drive academic inquiry. This synergy enhances both realms, fostering innovation and effective problem-solving.

When David's Bridal, a New York City staple, filed for bankruptcy in 2018, Joan Hilson was at the helm as CFO. The experience was a crucible, teaching her invaluable lessons about crisis management and strategic pivoting. "Navigating the bankruptcy of David's Bridal forced me to re-evaluate our strategies and become more resilient," Hilson recalls. This challenging period honed her ability to steer a company through turbulent times, a skill that she would carry forward into her role at Signet Jewelers.Hilson's journey toward becoming a strategic leader was shaped by a series of diverse roles across the retail sector. Starting her career at Sterling Jewelers in the mid-1980s, she climbed through the ranks to become the company's first female vice president. Her subsequent tenures at Limited Brands and American Eagle Outfitters provided her with a broad perspective on retail operations and financial management​.At Signet, Hilson's strategic mindset has become evident in her emphasis on innovation and digital transformation. Along the way, she has helped the company to navigate the pandemic and championed significant investments in digital capabilities, ensuring that the company remains competitive in an increasingly online world. "Our goal is to offer connected commerce, allowing customers to interact with us whenever and wherever they choose," she explains​.Hilson's focus on team development has proved to be another cornerstone of her leadership philosophy. She believes in nurturing talent and creating opportunities for growth, both professionally and personally. "Growing my team and helping them to evolve is as important as achieving our financial targets," she is quick to observe.​Joan Hilson’s journey reflects a blend of resilience, strategic foresight, and commitment to innovation—qualities that continue to drive Signet Jewelers forward in a very competitive market.

Angola might not top the list of destinations to which executives typically flock to build their careers, but for Julien Lafouge, it was the starting point of an extended journey. Back in 2001, Lafouge stepped into a pivotal finance leadership role with Technip, a technology provider to the energy industry. The unconventional geography forced him to develop a keen sense of resilience and adaptability, traits that would become cornerstones of his career.Lafouge's journey from the complexities of a country marked by political instabilities to his current role as CFO at Spendesk is a testament to his knack for building teams and uprooting borders. At Spendesk, he faced the task of restructuring the finance organization to support rapid growth. Drawing on his experience, he emphasized simplification and efficiency, and championed ROI through automation and streamlined processes. The approach, Lafouge tells us, reduced the need for additional accountants by 40%, validating the power of efficient teams.One of Lafouge’s standout moments came during the COVID-19 pandemic, when he was the CFO of ride-sharing company BlaBlaCar. With global uncertainties looming, he built a resilient financial model that ensured the company's survival. His ability to rally his team and navigate through the crisis was perhaps his career's greatest leadership test. Investing in talent development has always been a key part of Lafouge’s philosophy. He believes in transforming "rough diamonds" into top performers through training and mentorship. This approach not only strengthens the team but also fosters a culture of continuous improvement and resilience.Lafouge’s journey has been marked by the pursuit of new experience, whether it’s through leveraging AI for operational improvements or raising customer service standards. His career has centered on building teams and breaking boundaries, as he has continually pushed the envelope to drive financial efficiencies.

Planful CEO Grant Halloran shares his insights on the current state of AI adoption in the enterprise, emphasizing the need to temper excitement with reality. He highlighted the importance of understanding legal and security aspects, listening to customers, and pacing AI development with their ability to use it effectively. Halloran also discussed the potential of AI to transform business processes, emphasizing the importance of a human-AI partnership and the need for customers to adapt to using the API and learn new ways to do things.Planful CFO Dan Fletcher discusses the role of finance leaders in the age of AI. CFO Fletcher emphasizes the need for data governance and security, and stresses the importance of investing in knowledge and training to mitigate risk. Fletcher highlights the significance of preparation and experience in shaping his perspectives on AI, while drawing on his investment background. referencing his past conversations on AI-related topics.Interviews featured in this episode include:Mike Petrauskas, Sr. Financial Analyst, Hilb GroupSr. Financial Analyst Mike Petrauskas of the Hilb Group discusses his efforts enhance the budgeting and forecasting processes of this dynamic ownership group of more than 80 insurance agencies. Hilb Group is aiming for a 5% EBITDA forecast accuracy. Petrauskas emphasizes the importance of better predicting when they will receive payments. NOW LISTENJames Muscat, Group Commercial Finance & FP&A Director at Ten Lifestyle Group PlcFP&A Leader James Muscat explains how Ten Lifestyle Group underwent a digital transformation to bring finance to the forefront as a strategic partner. Muscat also shares insights on transforming finance through technology, including the evolution of the role of finance professionals and the adoption of AI. NOW LISTEN

At just 16, Tucker Marshall unsuccessfully sought a humble beginning at The J. M. Smucker Company—not in the back office but on its lush grounds, hoping to cut grass. Such an early rejection—due to a company policy favoring employees’ families first—did little to deter him. Instead, it left with him an indelible admiration for the company’s culture and its loyalty to its extended family.Marshall’s career trajectory—although certainly not linear—has been a master class in preparation and perseverance. Redirecting from his initial pursuit of a career in medicine after having fallen in love with economics, he embarked on a formidable journey down the corridors of finance. Starting in Chicago, he cut his teeth on investment banking and credit analysis at ABN AMRO, now part of Bank of America. This formative period honed his financial acumen, which led him to delve deeper into the intricacies of corporate finance and investment.Transitioning into private equity further expanded his horizons, immersing him in the operational dynamics of various industries from steel to automotive. Each role was a building block, enriching his understanding and skill set and preparing him for the strategic financial leadership that would define his later career.In 2012, coming full circle, Marshall finally joined Smucker’s, a company that had long stood as a beacon in his community. Rising through the ranks, he became CFO in 2020, at a time when strategic financial leadership had become more crucial than ever. Under his stewardship, Smucker’s finance function evolved beyond traditional roles, emphasizing strategic partnerships across the company, fostering growth, and enhancing shareholder value—principles far from the mind of a young man in the same place who once dreamed of simple summer days spent mowing luscious lawns.

On a remote Wyoming cattle ranch, young Jason Godley faced a dire situation: the baler attached to his tractor suddenly caught fire. Alone, with no immediate help and devoid of modern conveniences like cell phones, 12-year-old Jason had to think quickly and act decisively. His decision to drive to a neighbor’s house to use their hose not only extinguished the fire but also preserved the surrounding fields. This incident on the ranch, Godley tells us, instilled a lifelong “bias for action” and an ability for “independent thinking,” themes that would profoundly shape his professional ethos and success.Jason’s journey from the plains of Wyoming to the corporate boardrooms of global finance began at PricewaterhouseCoopers, where he dealt with complex international finance and technical accounting in Denver and Paris. The skills cultivated during his youth—swift decision-making and self-reliance—proved invaluable as he navigated diverse business environments and cultures.These traits became even more crucial as Jason ascended to the role of CFO at Xactly. Here, his bias for action and independent thinking enabled him to drive strategic initiatives, particularly in improving sales and marketing efficiency. By dissecting and refining operational levers, Jason applied his ranch-learned pragmatism to enhance corporate performance and alignment, demonstrating how foundational experiences can echo through a career, influencing leadership style and business outcomes.

Lawrence Herman’s path to becoming a CFO unfolded through a series of experiences that changed his understanding of the finance world, beginning with his initial role at Goldman Sachs. Here, in the crucible of intense market dynamics, Herman cut his teeth on complex financial models, where the rigor of long hours refined his capacity to handle pressure and complexity—a foundational skill for any leader.Following his stint at Goldman Sachs, Herman transitioned to Prudential Securities, diving into the intricate world of mergers and acquisitions. This move wasn’t just a change of address: It was a strategic step into a role that demanded a deep understanding of corporate strategies and the foresight to see beyond numbers. It was here that Herman began to interact closely with C-suite executives, gaining insights into decision-making at the highest levels and learning the art of negotiation and strategic thinking.Herman’s career trajectory continued through various financial institutions, including EY and Morgan Stanley, each role offering him new lenses through which to view the business world. His expertise deepened in areas such as consulting and transaction advisory, where he navigated diverse challenges and crafted solutions that drove business growth and efficiency.As the CFO at Dwolla, Herman leverages his vast experience to guide the company through the evolving landscape of digital payments. His strategic focus on optimizing operations and integrating innovative technologies like AI reflects a commitment not just to manage finances but also to anticipate and shape future financial landscapes.Each career phase has taught Herman valuable lessons in resilience, adaptability, and foresight—qualities that define his role as a CFO today. 

When faced with unprecedented challenges, the true mettle of a leader is tested. Daniel Bisgeier, a seasoned CFO, exemplifies how continuous improvement and strategic decisiveness pave the way for corporate resilience and growth. Reflecting on his career, Bisgeier notes that significant progress often doesn't come in bursts but through "persistent effort over time and constant refinement."A poignant illustration of Bisgeier's strategic agility occurred during his tenure at MediaMath, amid the tumultuous onset of the COVID-19 pandemic. The crisis had abruptly shifted the demand environment, straining the company's working capital due to misaligned payment arrangements. Recognizing the urgent need for liquidity, Bisgeier spearheaded a proactive initiative to renegotiate payment terms with vendors and clients alike. This strategic move was not just about navigating a crisis but transforming it into an opportunity for more sustainable operations."We had to make sure we had backup plans," Bisgeier recalls, underscoring the necessity of adaptability in financial strategy. By directly addressing the liquidity constraints with calculated adjustments, his team not only navigated the immediate financial tumult but also positioned the company for stronger financial health post-crisis.This career chapter speaks to Bisgeier's philosophy that impactful leadership in finance goes beyond maintaining the status quo—it involves anticipating changes, embracing challenges, and crafting solutions that ensure long-term sustainability. From his days as an analyst at Goldman Sachs to his current role at Constellation, Bisgeier tells us his career journey reveals a commitment to readiness where as a leader he IS ready to act when it counts the most.

Leadership in FP&A: All three CFOs emphasize the role of finance in leading and driving business performance through strategic foresight, detailed operational insights, and proactive engagement. Technology and Innovation: There is a strong inclination towards integrating new technologies like AI to enhance the capabilities of finance teams and improve business processes. Collaboration and Influence: The CFOs highlight the importance of collaboration within organizations, where finance must work closely with other departments to influence and drive business outcomes effectively.