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.

From his early days in auditing at PwC to his current role as CFO at Prophix, Aaron Levine has had a career that has closely tracked the evolving nature of the financial leadership role. His journey has been marked by a series of strategic transitions and expansions of his skill set that illustrate the broadening demands of being a modern CFO.An important early chapter of Levine’s professional development was his tenure under Steve Vintz, who at the time was CFO of Vocus, where Levine served as a VP managing both accounting and finance. It was under Vintz’s mentorship that Levine came to appreciate the power of storytelling within financial leadership. Vintz, a very externally focused CFO, adeptly navigated public company landscapes, from investor relations to quarterly earnings calls. His ability to craft compelling narratives that resonated with stakeholders profoundly influenced Levine.This exposure revealed to Levine that effective CFOs do more than manage numbers: They tell stories through them. This realization has since become integral to his maturing CFO mindset, particularly as he looks to highlight the strategic benefits of Prophix’s software offerings. At Prophix, where Levine was appointed CFO this past January, the goal is to focus on refining the go-to-market metrics and integrating technology to streamline operations, emphasizing the narrative of growth and scalability.Throughout his career, Levine has learned that a CFO’s role is about not just financial oversight but also constructing a vision that propels the business forward. His aspirations underscore a crucial CFO skill: the ability not only to foresee financial outcomes but also to articulate them in a way that drives the entire company’s strategy. This blend of analytics and narrative, shaped by his experiences, define Levine’s CFO mindset.

The way Dan Murphy sees it the CFO position demands that leaders always be kept on high alert. It’s a mindset that had led him to habitually monitor updates and alerts related to key vendors, including banking institutions. And so it was, in first quarter 2023 when Murphy recalls spotting a vague tweet hinting at possible financial instability at Silicon Valley Bank.Despite the tweet’s uncertain implications, Murphy recognized the risks inherent in relying solely on one bank. He proposed a strategic move to company management: diversify the company’s financial reserves by transferring a substantial amount of their assets to JPMorgan as a precautionary step. His decision was not based on confirmed financial trouble at Silicon Valley Bank, but rather on a principle of risk management that prefers caution in the face of potential financial upheaval.The board approved his recommendation, and the funds were shifted in time, safeguarding the company from any financial disruption that followed when Silicon Valley Bank’s issues became widely known. This proactive maneuver not only protected the company from immediate financial jeopardy but also served as a poignant lesson in corporate finance—be prepared for the unexpected by diversifying risk.Dan Murphy’s quick response to a simple social media indicator is a testament to the vigilance required in the role of a CFO, particularly within the volatile environment of tech startups. His action taken while he was CFO of tech company Unqork reinforced the essential finance strategy of having multiple banking relationships, a practice Murphy tells us he has always championed, proving its worth in a moment of unforeseen crisis.

On this episode of Controllers Classified, host Erik Zhou welcomes Patrick Lynch, Senior Vice President and Controller of the Boston Celtics, who shares his journey from ball boy to financial leader for the team. Patrick highlights the milestones of his career, including his transition from an internship to working closely with the CFO, and the significant growth of the Celtics organization. He also imparts wisdom on how to seize career advancement opportunities and offers advice for those aiming to enter the sports industry. The discussion then does a deep dive into the world of accounting and finance for sports teams. Patrick shares his goals for the upcoming year - accurate reporting, cash management, and cost efficiencies - and then details why those things specifically matter in the sports industry. For example, while a private company, the Celtics are subject to several reporting requirements as a part of the NBA, and Patrick’s team is responsible for the integrity & synthesis of that data. Similarly, the Celtics cash flow reflects the cycle of seasons, and Patrick’s team is focused on managing the ebbs and flows. Finally, Patrick shares how he harnesses the power of technology to handle copious amounts of data, reduce manual work, and establish real time visibility. His goal in all of this is two fold - to give his team more time to do strategic work and to empower employees across the Celtics organization to be able to spend on things that will move the business forward. The episode concludes with Patrick sharing an industry story related to an auditor’s stadium walkaround. Listen now to get an exciting in-depth look at how the accounting & finance team plays a huge role in the success of the Celtics franchise.

Ask any CFO about their career-building years, and they will likely attribute their success to their adaptability and ability to render strategic insight. This tendency was recently amplified for us when we heard about the experience of Naresh Bansal, a seasoned finance executive who during a pivotal chapter early in his early career discovered that his company was about to be acquired by a larger one, Sage.His company at the time—initially an independent entity focused on aggressive growth and innovation—offered a vibrant but challenging environment that tested the mettle of its leadership. As a finance executive, Bansal was responsible for providing some of the routine financial insight required to steer the firm through rapid growth phases and was instrumental in preparing it for its public offering—a task that involved rigorous financial restructuring and compliance readiness. However, when they were acquired, the trajectory changed—and began to present a new set of challenges.Post-acquisition, about 80% of the leadership team departed within the first 6 months, which of course is a common scenario in acquisitions that can often lead to significant cultural and operational shifts. Bansal, however, not only stayed on but thrived. He navigated through these turbulent waters by leveraging his deep understanding of the company’s financial backbone and by building strong relationships with the new management. His strategic insight was crucial in bridging the gap between the old and new cultures, ensuring continuity and stability.The tenets of his approach were twofold: Maintain rigorous financial discipline to ensure the financial health of the company and work diligently to gain the trust of the new leadership. By aligning the company’s strategic objectives with those of the new parent company and demonstrating the intrinsic value of the strategic vision, he not only secured his position but also played a critical role in the integration process.This chapter of his career highlights a key lesson for finance professionals: Success often depends on the ability to manage not just numbers but also change. In the face of new corporate landscapes, it is the strategic, adaptable CFO who can turn challenges into opportunities for growth and learning.

A little more than 15 years ago, Hilary Norris had the ultimate dream job at a tech company in sunny California, a perfect alignment of professional goals and personal life. However, the idyllic scenario was disrupted when the company was acquired, a common turning point that often spells uncertainty for many executives.Facing a potential career setback, Norris was initially marked for replacement but was later asked to stay on and lead the finance operations of the combined entity. This twist in her career path wasn’t just a test of her professional capabilities but also a stark introduction to the challenges of navigating corporate cultures across borders—this time, with a German-based company that had different views on diversity and dual careers.Despite the hurdles, she saw through the integration phase with poise and strategic insight, yet ultimately decided to part ways due to cultural misalignments. The end of one chapter, however, led to a new beginning—a substantial role managing finance across 17 businesses in the Asia Pacific. This move not only highlighted her resilience but also her ability to leap into new opportunities, reshaping her career path on a global scale.Having relocated from the UK to international opportunities in Asia and the US, Norris doesn’t hesitate to emphasize the role of supportive personal relationships in career development. Norris mentions the challenges and compromises involved in aligning her career moves with her husband’s, highlighting the importance of having a partner who is flexible and supportive of career opportunities across geographies.Today, as a seasoned CFO, her journey underscores a crucial narrative in finance leadership: resilience, the ability to adapt, and the courage to embrace change define the path to success, far beyond the figures on a balance sheet.

Kicking off his career fresh out of school, Udit Tibrewal joined the audit practice ofPricewaterhouseCoopers (PwC) in New Delhi, where he set about learning the intricate workings of financial compliance.The ambition to broaden his horizon and a hunger for new challenges led him to make a bold move to the United States, landing him first New York City. The shift from New Delhi’s familiar chaos to New York’s dynamic hustle coincided with a widening of Tibrewal’s finance lens. It was here, amidst the skyscrapers of Manhattan, that he began to embrace the complexity of technology companies and their menu of projects involving IPOs, mergers, and acquisitions.After enriching his expertise on the East Coast, Tibrewal ventured west to Silicon Valley, where he blazed a path from numbers cruncher to strategic operations with a goal that never varied: to influence broader business decisions that could affect a company’s growth trajectory.Throughout his career, Tibrewal has emphasized the need for continuous learning and adaptation. Whether through committing to global moves, shifting from technical to strategic roles, or adapting to new industries, he has undertaken a journey that underscores the dynamic nature of the finance function in modern businesses. 

Long ago, the power of focus was a lesson that Jeff Bray learned early in his career while transitioning from the role of analyst to that of portfolio manager. He recalls a strategic moment when he realized that narrowing his investments from many down to just three to five key stocks would greatly amplify his success. This principle of concentrated effort not only transformed his approach to investment management but also became a guiding principle throughout his career, which includes his latest stint as CFO of Semperis, a leading cybersecurity firm.At Semperis, Bray is applying this bit of wisdom to navigate the company through a period of hypergrowth and complex challenges. Semperis has not only been expanding rapidly but also doing so with a focus on strategic areas that promise the highest returns—an approach that Bray appears to be uniquely prepared to execute, given his understanding of financial markets that has been honed over decades and now allows him to discern where to allocate resources to fuel growth and where to cut back to maintain efficiency.Top-of-mind for Bray is a careful analysis of sales productivity and pricing integrity. Semperis's CFO insists on a robust framework within which sales efforts align precisely with company goals and resources are invested in segments that drive the most value. This approach is evident in his resolve to restructure the company’s pricing model in order to ensure transparency and consistency across the firm's quickly expanding number of products.Here again, Bray once more lets us know that his determined watch on pricing is buttressed by his experience of that one early career moment emphasizing the importance of focus and concentration—which continues to influence his own decision-making, as well as the broader trajectory of Semperis’s success.

In this episode of Controllers Classified, host Erik Zhou is joined by Katie Slattery, VP of Accounting and Corporate Controller at Fivetran. The conversation begins with Katie’s start in Ireland at KPMG Dublin as an auditor, and traces her path from auditor to accountant. Fun fact: Katie has been the first controller/accounting hire at several high growth companies! The conversation then pivots to Katie’s current priorities at Fivetran and how she translates company-wide KPIs into team specific goals around reliable data and control efficiencies. Katie also spends some time talking about how to build a high-performing team, how to make sure an accounting team is structured to deliver on the needs of the business, and how to foster effective communication with teams and leaders outside of accounting. Given Katie’s extensive background in high growth companies, the conversation pivots to the IPO landscape, and how teams should be thinking about IPO readiness amidst the uncertainty. Katie notes that you have to be able to balance day-to-day activities with activities that prepare for the future, because you don’t want accounting to be the blocker when a company is ready to go public. Finally, the conversation ends with a discussion on the challenges and opportunities that come with being a global company. Katie spends time on Fivetran’s global operations and some of the decisions they have had to make as an accounting team as they navigate a complex tax landscape.

Back in 2016, Mitch Peipert stood at a crossroads. With a career foundation deeply rooted in the precision and rigor of public accounting, Peipert had navigated his way through the financial landscapes of various companies, honing his CFO leadership and operational prowess. Yet, nothing could have prepared him for the arrival of a new, enigmatic force at Thomas Publishing—a dynamic CEO with eyes set firmly on the horizon of digital transformation.The news allowed a small degree of uncertainty to occupy Peipert’s mindset. A seasoned finance professional, he was adept at managing numbers and ensuring fiscal health, but the prospect of working with a leader, unknown and untested by his side, cast a shadow of doubt. Would this be the catalyst for transformation, or would it be yet another detour from the path he and others sought to advance down?As the CEO began to unfold his vision for the company, a vision that went far beyond the balance sheets and financial statements that were Peipert’s realm, a remarkable transformation began to take place. The walls of the traditional finance role started to give way, revealing a new landscape where numbers were not just figures to be reported but tools for sculpting the future.Together, they embarked on an audacious journey to steer Thomas Publishing away from the sinking sands of print media decline, towards the fertile grounds of digital innovation. Peipert found himself at the helm of projects that redefined the company’s trajectory, bridging the gap between financial stewardship and strategic innovation. The CEO had not only expanded Peipert’s strategic lens but had also awakened in him the spirit of a change-maker, ready to challenge the status quo and drive the organization towards uncharted territories.

Back in September of 2021, Jeremy Johnson, Senior Vice President of Finance at Ceridian (now Dayforce), decided it was time to test his mettle—a decision that led him far from where he began, only to return with a leadership perspective somewhat different from what he expected. Determined to challenge himself and expand his horizons, Johnson left the familiarity of Ceridian, where he had steadily advanced his career for the past nine and a half years, to accept a CFO position with SmartRecruiters.Johnson’s test, however, was about to grow exponentially. At SmartRecruiters, circumstances propelled him into an even more demanding role, that of the interim CEO. This unexpected turn of events was not just a mere career stint but a transformational experience—one Johnson tells us has influenced his approach to finance leadership, infusing it with broader strategic insights and a nuanced understanding of the business.Upon his return to Dayforce as CFO, it felt like a narrative coming full circle. “This return signifies more than just coming back; it represents the culmination of my growth, challenges, and the broader leadership perspective I’ve gained,” Johnson remarks. His journey, including the unforeseen stint as CEO, Johnson tells us, has endowed him with experiences and a visionary approach to the finance leadership role.His Early Days: Johnson tells us his early career was significantly shaped by his early experiences at Capella University, where he built a relationship with CFO Lois Martin, who became a critical mentor. His responsibilities in SEC reporting and managing disclosure committees provided a strong foundation in financial reporting and regulatory compliance.

This episode our Planning Aces emphasize the importance of leveraging one's breadth of experience, stepping beyond traditional FP&A roles, and focusing on execution to bring significant value to organizations. They also emphasize the evolving nature of finance professional interactions and the idea that strategic insights can serve as catalysts for organizational change, prompting shifts in product development, market strategy, and operational execution.This episode features the FP&A insights and commentary of CFO Jeff Woolard or Velocity Global, CFO Aaron Alt of Cardinal Health and CFO Bob Houghton of Pivot Bio.

In the heart of a bustling paper mill, where the scent of fresh pulp intermingled with the hum of machinery, Bob Houghton kicked off his finance career. Fresh out of college and a number of states removed from his Minnesota roots, Houghton understood the intricate dance of departments working in unison to produce everyday paper essentials. It was here, in the domain of plus-size machines, that he began to embrace the value of stepping beyond comfort zones for growth.His journey from starting within the paper mill’s diligent production ethic to becoming finance leader at Pivot Bio is a testament to the power of diverse experiences. At a later stint at General Mills, he navigated through nine roles in 15 years, each a stepping-stone that would hone his strategic vision and leadership skills. It was a role in investor relations, however, that would mark a turning point ultimately unlocking the path to the CFO office.Today, as the CFO of Pivot Bio, Houghton is focused on driving the company toward profitability while maintaining a sustainable business model. He emphasizes the importance of having financial acumen across the organization, allocating capital strategically, and articulating a clear value proposition to stakeholders. Meanwhile, Pivot Bio’s CFO doesn’t hesitate to blend his finance leadership with the company’s greater mission.Says Houghton: “We’re not just providing a product—we’re providing a more profitable, predictable, safer, and sustainable solution for growers.”

Back in 2009, with a law degree in hand along with some frontline consulting experience, Jennifer Loo swung open the door at LegalZoom—where in short order she was tasked with architecting the fast-growing company's FP&A function from the ground up.For Loo, the responsibilities that would quickly surface at LegalZoom would not only challenge and meet Loo's career ambitions head on, but give rise to an entire career path, bringing with it her education, distinct capabilities, and potential. Suddenly, her diverse background, bridging the analytical rigor of consulting with the strategic nuance of legal training, made her uniquely equipped for the challenges of shaping a nascent finance function in a fast-evolving company.Meanwhile, Loo tells us, she benefited from a CFO mentor who demonstrated faith in her potential to spearhead such a critical undertaking. In her ascent, CFO Loo proved that when you're ready to embrace your unique path, indeed, the road does rise to meet you.

In a special episode of CFO Thought Leader, host Jack Sweeney converses with Evan Goldberg, Founder and Executive Vice President of Oracle NetSuite, during this month's  SuiteConnect conference in NYC.  Goldberg reflects on the company's 25 year journey, emphasizing its foundational vision that championed a unified business management suite. Goldberg also sheds light on the invaluable mentorship from Larry Ellison, Oracle's co-founder, which uniquely positioned NetSuite for success. As the discussion unfolds, Goldberg candidly shares his evolution from a product-focused executive to a versatile leader, adapting to the multifaceted challenges of a growing company. Peering into the future, the conversation pivots to artificial intelligence (AI), highlighting its indispensable role across industries. Goldberg envisions AI not just as a tool for tech companies but as a democratized asset NetSuite provides to empower businesses of all types. The dialogue further explores the shifting landscape for finance professionals, underscoring the strategic importance of technology in driving collaboration and innovation within organizations. Through this engaging dialogue, Goldberg's insights offer a compelling glimpse into NetSuite's past achievements and its forward-looking embrace of AI to shape the future of business.

Reflecting on her career choices, Erin Sawyer tells us that one pivotal point stands out—a decision that involved moving her family across the country. This step triggered not only a geographical shift but also a change in Sawyer’s professional life, when her work alongside a CEO ultimately fueled her aspirations to become a chief financial officer.She had always been so captivated by numbers that by the tender age of 5 she had determined that her destiny lay in accounting. Her initial steps into the corporate world at Honeywell Aerospace as a cost accountant laid the groundwork for years of steady career advancement. Yet, it was her transition from accounting to a more dynamic role in financial planning and analysis (FP&A) that sparked her true passion—driving business forward through strategic finance.Sawyer’s tenure in the Yellow Pages industry during its transformational phase sharpened her skills in business transformation and strategic partnership, preparing her for the challenges ahead. However, it was an opportunity at insurance software provider Vertafore that finally aligned her with a CEO mentor, whom she greatly admired. This relationship deepened her expertise in operational excellence and marked a decisive step toward achieving her eventual CFO ambitions. 

As Pactum AI embarks on a pivotal phase of commercialization, the arrival of Sarah Alper in the AI-driven company’s CFO office is by no means a coincidence.Having transitioned from structured finance roles at General Electric to the dynamic environment of UiPath, Alper now brings to the table a blend of experience in operational finance, strategic planning, and transformational technologies that arguably made her an optimal CFO candidate.Looking back, Alper tells us, her leap from GE to the high-velocity world of tech start-ups afforded her the opportunity to help to execute a finance transformation while participating in strategic decision-making and investor relations, culminating in a front-row seat at UiPath’s initial public offering (IPO).Alper is now channeling her expertise toward refining Pactum AI’s go-to-market strategy, which includes the critical task of pricing and packaging the AI company’s negotiation offerings to make certain that they appeal to a broad spectrum of enterprises seeking to enhance their negotiation capabilities.

In this episode of Controllers Classified, Brex CAO Eric Zhou is joined by Daniel Hilli, Head of Business Control at Alstom. Alstom is a multinational company that builds and services trains and signaling systems. In fact, millions of people everyday are transported by Alstom trains and systems. Given the size of the company, this episode focuses on how to implement and manage financial processes across different regions and systems at scale. This includes dialogue around when to centralize vs. decentralize reporting and budgeting processes, how to find efficiencies through digitalization and tool consolidation, and the best way to build lines of communication across global teams. Daniel also does a deep dive into Alstom’s acquisition of Bombardier and the integration implications that followed - including how to bring together disparate teams and technology and how to gain a holistic financial picture of the business and its spend in a post-acquisition environment.

Bob Purcell’s leap into the unknown wasn’t just a step; it was a giant stride toward his future as a CFO. Early in his career, Bob faced a daunting choice: join a distressed company teetering on the brink of failure or play it safe. Driven by an unshakeable belief in his abilities and a desire to test himself, he chose the former. This high-risk, high-return career step wasn’t just about salvaging a company; it was about proving to himself that he could navigate the stormiest of waters.From his initial misgivings about audit work at Deloitte to his transformative years at Amgen, where he thrived in a culture of leadership development and diversity, CFO Purcell’s journey was anything but linear. It was a patchwork of decisions and strategic moves, each building on the last.By stepping away from the comfort of well-trodden paths and embracing the unknown, CFO Purcell tells us he was able to test himself in different environments. His story encourages aspiring finance leaders to embrace challenges, trust their capabilities, and never shy away from opportunities to test themselves.As CFO of Billtrust, Purcell is today focused on creating the right set of metrics (KPIs) for the company, preparing for growth through acquisitions, ensuring efficient operations, and fostering a diverse talent bench within the finance team.Asked about the early career leap he today credits with landing him on the CFO path, Purcell tells us he recalls experiencing few butterflies.He adds: “I knew I was right. I knew I was ready.”

In the world of finance, where leadership roles await those who distinguish themselves along a select number of familiar paths, Aaron Alt’s journey to becoming a CFO stands out for its breadth and depth, transcending conventional boundaries.Starting in law, Alt quickly found his groove inside the legal world’s cornucopia of M&A advisory services. It was here where he would realize the potency of focusing beyond legal parameters—a habit that would spur a pivotal shift in his career from emphasizing legal details to prioritizing relationships and financial strategy.From the trenches of M&A advisory to the executive suites of public companies, Alt tells us, his foundational philosophy has always revolved around the relentless pursuit of shareholder value creation—a mission that involves uncovering hidden opportunities and fortifying against potential threats.“It’s allowed me to look under a lot of rocks,” Alt reflects, underscoring his commitment to safeguarding and nurturing corporate value. It’s just such devotion that 15 months ago led him to step into the CFO office at healthcare giant Cardinal Health.Alt joined the healthcare company shortly after Cardinal had welcomed a larger and more diverse board as the result of an agreement with an activist investor firm. As part of a broader turnaround plan, Alt’s expertise is now expected to be instrumental in navigating the challenges and opportunities ahead at Cardinal, underlining the company’s readiness to embrace change and foster growth for all stakeholders. To date, a comprehensive self-review of the healthcare giant’s business remains ongoing.“We’re very focused on making sure that we are generating cash flow everywhere that we can—and we believe that if we’re consistent in our strategy and clear on our metrics for success, we can get a lot of things done together,” comments Alt, who during our discussion also offers up a strategic lesson from his tenure at Target, specifically regarding the retailer’s decision to exit the Canadian market gracefully.Says Alt: “This was one of the hardest working experiences that I’ve had, and its message has stuck with me even as I’ve needed to think about other business problems: You really need to keep an eye on the fact that at the end of the day, even as CFO, it’s not just about the numbers.” –Jack Sweeney 

Twelve years ago, when Matt Wolf was an investment banker at Morgan Stanley, he likely would have been alarmed to learn that his future finance career would be largely impacted by drinking and driving.Such was his destiny, though, as after a 5-year stint with the investment bank in London and New York he began to fill in his itinerary with positions in both the automotive and alcohol industries—most recently, as the CFO at DRINKS, a company at the forefront of e-commerce solutions in the beverage alcohol space.According to Wolf, his career began on a foundation of data analytics at Economists Incorporated in Washington, D.C., where he navigated the complexities of antitrust matters. This early experience instilled in him a nuanced understanding of the financial world and fueled a trajectory that would seamlessly blend traditional finance with industry regulation.In the alcohol industry, this regulatory backdrop traces back to Prohibition, which resulted in varied state-by-state regulations. What’s more, Wolf points out, both the automotive and alcohol sectors feature tiered markets with distinct roles for retailers, distributors, and manufacturers, alongside legal frameworks deeply rooted in historical context.According to Wolf, these similarities have contributed to a slower adoption of digital retail solutions in both fields, as compared to others.When asked about his “drinking and driving,” Wolf smiles: “The humor is not lost on me, but I think that in fact there are a lot of parallels between the two sectors that enable me to leverage experience from one to the other.” –Jack Sweeney 

Jakson Peters's journey from humble beginnings to becoming a global CFO is a tale adaptability, and continuous learning. Born in Brazil, he had initial career expectations far removed from the finance world that had their roots in the start of his working life as part of the family's milk delivery business. This early experience, so remote from his eventual home in the c-suite, laid the foundation for his future success, he explains.. From 1998 to 2002, Peters worked for DaimlerChrysler in São Paulo, a stint that marked the beginning of a corporate finance trajectory that would eventually lead the young financial planner to embark on a journey of self-improvement that would include mastering English and pursuing an MBA from Wharton in United States. With the latter in hand, Peters returned to Brazil to serve as a member of Mondelēz International's FP&A team before stepping into a number of CFO roles with midsize firms. Transitioning from his established Brazilian CFO credentials, Peters next embraced the challenge of moving to Malaysia. This move represented not just a change of location but also a leap into a new cultural and business landscape. In Malaysia, tasked with navigating the complexities of merging two competing online businesses, Peters learned how to communicate and lead in a cultural setting where "yes" can mean different things. After 4 years in Malaysia, Peters resumed his journey by moving to Dubai, where he was appointed CFO of Property Finder, a leading online real estate marketplace. Here, he leveraged his online experience to drive the company forward in the vibrant expatriate community that characterizes Dubai's business landscape. Peters's time in Dubai was not about just professional growth, though—it was about contributing to a thriving business ecosystem and reinforcing to all that his path from Brazil to international shores was continuing to be a narrative of constant learning and leadership evolution.

On this episode of Controllers Classified, host Eric Zhou welcomes Sean Soper, the Head of Financial Operations and Accounting at Alchemy, to shed light on the disruptive technologies shaping the trajectory of accounting and finance. Alchemy provides the leading blockchain development platform and as such, much of the conversation narrows in on the possible applications of blockchain in accounting. Sean begins the discussion highlighting his experience working across companies that have revolutionized whole industries with new technology. He notes that a large part of his success at these companies has been from remaining curious and developing deep industry knowledge that guides how he approaches his accounting processes and procedures. Sean then outlines his priorities in his current role at Alchemy, which include optimizing the financial close process, fine tuning reporting and analytics, and managing cash.