Cfo Thought Leader

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 sig

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 w

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 professi

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

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 enhan

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 c

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 s

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