Cfo Thought Leader

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 flu

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 tr

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 Lafou

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

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 o

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 Ja

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

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, undersc

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 rea

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 Ba

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. Similar

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%

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 bu

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 an

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

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

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 t

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 signi