CFO THOUGHT LEADER

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888: Accelerating Inside the Controlled Growth Lane | Paolo Poma, CFO, Lamborghini Apr 09, 2023

Show notes

Paolo Poma is uncertain how many times he met with bankers and investors during the first 6 months of 2009.

The steady string of phone calls and conference rooms that once demanded the management of Ducati Motors Holding’s rapt attention, Poma tells us, have now blurred into a single, heart-pumping conversation.

“I had to go in front of them and calculate for how long we were going be able to service the debt and comply with covenants without breaking any rules—despite the plummeting markets,” explains Poma, who had joined Ducati 2 years earlier as finance director.

An Italian motorcycle manufacturer, the firm had been acquired by a private equity investor in 2008 as part of a leveraged buyout on the eve of the banking sector’s 2008 financial crisis.

Reports Poma: “The debt had been negotiated before Lehman’s collapse and now had to be serviced during this very challenging time.”

On one side of the table, Ducati’s investors were expressing their eagerness to keep things moving forward, while on the other, their bankers were continuing to urge caution.

“At first, the banks were worried about getting their money back, but then it became kind of a strange situation in which they saw Ducati’s KPIs improving despite the circumstances, so they became no longer in such a hurry to get their money back,” recalls Poma, who was named deputy CFO later in 2009 upon the resignation of Ducati’s CFO, who was Poma’s then-boss. Poma would serve two years in the deputy capacity before being named Ducati CFO in 2011.

In 2015, when Volkswagen’s Audi division announced that it was buying Ducati, Poma was asked to serve as CFO of Volkswagen Group Italia, an indication that he had made a positive impression on Ducati’s new owner.

For Poma, no matter what the next career chapter may be, the lessons from 2009 will always linger.

He comments: “Many times, I thought, ‘Why not quit?!’—but after looking back, I would now tell myself, ‘Stay where you are! You are in a place where you are really going to grow a lot.’” –Jack Sweeney

887: Enjoying Today's Journey | Galit Yaakobovitz, CFO, AmyriAD Apr 05, 2023

Show notes

After Galit Yaakobovitz relocated from Israel to the United States back in the mid-2000s, there was little question that the move had given her career a boost.

Still, it was the next relocation—the one that would move her and her husband from New Jersey to California—that ultimately allowed her to place both feet on a finance career path.

Back in 2006, Yaakobovitz was a technology implementation consultant living in Israel when she was hired by M-Systems to oversee the implementation of an ERP system for its finance function around the world. However, within 12 months, M-Systems was sold to its flash memory rival SanDisk—which left Yaakobovitz to wonder whether she would have a future at the newly merged firm.

In short order, the management of SanDisk eased her concerns by offering her a spot on the global implementation team for the company’s finance organization, an appointment that required her to relocate to SanDisk’s New Jersey offices.

“At the time, different geographies had their own requirements, so it was very challenging to design a system that would serve everyone globally,” recalls Yaakobovitz, who within 2 years was recruited by SanDisk’s chief accounting officer to spearhead a new revenue recognition systems project at the firm’s Milpitas, California, headquarters.

Upon completion of the systems project, Yaakobovitz received an invitation to join the finance team, which meant severing ties with her technology implementation roots. What’s more, she was moved to the FP&A team rather than the accounting department, where she had spent most of her systems implementation days.

“This was a huge leap for me as far as understanding the business through data analysis and other aspects went,” observes Yaakobovitz, who—after 7 years with SanDisk—next sought to slow things down for a year or two as her young family grew by joining an M&A consultancy promising more manageable hours.

Nevertheless, when a recruiter called her roughly a year later and briefed the FP&A executive not about an IT implementation role but about a senior finance position at an early-stage biotech company, Yaakobovitz was all ears. –Jack Sweeney

886: When SaaS Became the Destination | Alka Tandan, CFO, Gainsight Apr 02, 2023

Show notes

One key takeaway from Gainsight CFO Alka Tandan’s career journey is the importance of being open to new opportunities and pivoting when necessary.

Tandan started in investment banking, transitioned to media, and then vectored again to the SaaS industry.

Looking back on the first move of her career, Tandan says that she “came to a decision” and quickly became focused on the best way to execute it. “Investment banking gave me incredible exposure to a range of business models and industries, but after 5 years, I realized that I really wanted to be on a company’s journey, so business school became the tool that I used to transition to industry,” Tandan reports.

To better highlight her industry career-building years, Tandan discusses with us the 4.5 years that she spent with IGN Entertainment, an Internet media company that at the time was operating as a division of News Corp. “I came in as they were separating IGN’s finance organization from News Corp., which required us to build the finance function from the ground up,” recalls Tandan, who adds that in the years that followed, IGN’s finance team became involved in six different M&A transactions.

Other career chapters that Tandan highlights for us include her experience as interim CFO (2021–2022) for Gainsight, the SaaS software developer that pioneered the customer experience realm known as “customer success.” Tandan tells us that her year as interim CFO allowed her to “test out the role” before assuming the position.

There’s little doubt that fortunate timing contributed to what became Tandan’s ultimate door-opener for the CFO office. Having first joined Gainsight in May 2019 as vice president of finance, Tandan had already logged 18 months with Gainsight when Vista Equity Partners acquired the firm for $1.5 billion in November 2020. Tandan would assume her interim CFO role only 3 months later.

Overall, CFO Tandan’s story is a reminder that career paths are rarely linear and that being adaptable and open to new experiences can lead to unexpected opportunities.

Asked how Gainsight’s finance team has worked to better educate the organization when it comes to achieving more profitable growth in the current economic environment, Tandan responds: “Luckily, since we were already with Vista, we were on the right path, so I wouldn’t say that there has been any huge shift for us in terms of educating the organization.” –Jack Sweeney

When Sales is at the Table - A Planning Aces Episode Mar 31, 2023

Show notes

In this Planning Aces episode, host Jack Sweeney and guest host Ben Murray discuss the collaborative organizational effort behind generating business intelligence (BI) and the different places BI resources may reside within a business, with reference to an episode featuring Gary Zyla, CFO of AssetMark. The hosts also discuss the role of finance in enabling sales, the challenges faced by sales teams, and the importance of financial discipline and visibility in a company’s financials, regardless of market conditions. The episode features insights from other finance leaders, including Teodora Gouneva, CFO of Next Insurance, and Wailun Chan, CFO of Grafana Labs.

885: Landing Your Career’s “Pivot Position” | Robert Mitchell, CFO, Zepz Mar 29, 2023

Show notes

Robert Mitchell had been sizing up new venture opportunities for PayPal for roughly 3 years when the door to an operations role swung open.

Impressed by his financial modeling know-how, Mitchell tells us, PayPal’s credit bosses “handpicked” him to create a framework for launching and monitoring new credit offerings.

For Mitchell, there was no turning back.

“They just told me that I was a smart guy and that I could figure things out,” recalls Mitchell, who adds that the fact that the new position was in Brussels didn’t even give him pause.

From the start, Mitchell viewed the position as a critical career rung that would allow him to climb above his financial modeling stints.

“I was the guy who could whiteboard an idea or financial model, present it, size it, and do anything that you wanted to it,” continues Mitchell, who observes that prior to the Brussels post he had mostly been an “individual contributor” and not someone who empowered teams.

“The role really taught me how to think through processes end-to-end and how to launch a program while working with and leading different operational teams,” explains Mitchell, who credits his previous experience with having helped to put in motion a critical career pivot.

“When I came back, I was able to serve in a controllership role that would have typically gone to someone with more of a traditional auditing background,” comments Mitchell, who notes that he had “raised his hand” and begun speaking with PayPal’s chief accounting officer about potential positions before arriving back in the States.

Moreover, Mitchell tells us that it was roughly at about this time that he began to think about different experience gaps on his CFO resume and the types of roles that could help him to fill them.

Says Mitchell: “I had some work ahead of me, but the path was now visible.” –Jack Sweeney

884: Understanding Your Business Thesis | Betsy Ward, CFO, MassMutual Mar 26, 2023

Show notes

Finance leader Betsy Ward wants you to know that she doesn’t have an itchy trigger finger—but she does have an inner trigger and knows when it’s been set off.

There’s no doubt that few professional colleagues would ever think to associate the time-tested gunslinger trope with the exponentially mild-mannered Ward, who has led insurance giant MassMutual through a string of strategic transactions since her arrival in its CFO office in 2016.

Still, as Ward seeks to help us to better understand the unique mix of skills that distinguishes her from her CFO peers, her words alert us to a confidence that comes from experience not found on a more traditional corporate finance resume.

“I have a trigger that lets me know when I need to look into something and ask myself ‘Do we keep that? Do I need to manage it? Do I need to sell?,’” explains Ward, who spent 10 years in asset management before joining MassMutual in 2007 as chief risk officer.

“I’ve always looked at outcomes—baseline outcomes, which in finance we typically call ‘the plan’—but I’ve always considered scenarios, too,” comments Ward, whose list of recent transactions includes the acquisition of Great American Life Insurance Company (now MassMutual Ascend) and the combination of OppenheimerFunds with Invesco in 2019.

Ward’s team uses a variety of metrics to bring different scenarios into sharper focus.

“We asked ourselves what it would take to make our retirement business not only perform well but also be more scalable, and here’s where our productivity metrics really came into play,” recalls Ward, highlighting MassMutual’s headline-grabbing decision to sell its retirement business to Empower in 2020.

According to MassMutual’s CFO, finance provides her organization not so much with advice as with a “thesis” for guiding business decision-making.

Says Ward: “I think that what my background brings to the financial side is this scenario type of analysis, as well as the notion of having a thesis for businesses, for assets, and for products.” –Jack Sweeney

Why Hiring Could Be GPT's Sweet Spot - Workplace Champions Episode Mar 24, 2023

Show notes

A brief summary of this episode

883: The Confidence That Only Experience Brings | Javier Echave, CFO, Heathrow Mar 22, 2023

Show notes

When Heathrow CFO Javier Echave tells us that one of his greatest career lessons was learned from being passed over for the airport’s CFO position, we wonder whether we misunderstood him.

He continues: “It was then that I learned in the most painful way that securing my own succession to the CFO office was dependent on me making myself redundant.”

It was a little more than 8 years ago, when a sudden CFO departure, prompted Heathrow's CEO and executive board to appoint one of Echave’s colleagues as “Interim CFO.”

For Echave, who had held a succession of senior finance and operations roles, the appointment was an undeniable slight.

“I took it badly,” recalls Echave, who adds that for some time he had perceived himself to be “number two” within Heathrow’s senior finance executive ranks.

According to Echave, after having been passed over, he received some critical advice from the chairman of the airport’s executive board.

“He said to me, ‘No one questions your potential and no one questions your strengths, but if you don’t face an interview while believing that you can make a position yours, there’s no chance that you ever will,’” remembers Echave, who notes that he then began to think hard about whether others might see him as having a lack of confidence.

Still, given the extant circumstances, the chairman’s insight was not likely to benefit Echave—or so Echave believed, until the interim CFO exited the position within the first 300 days, leaving a second interim CFO opening that Echave then subsequently filled.

Fortunately for Echave, the opportunity allowed him to once and for all address the chairman’s comments.

“I determined that my confidence had this Achilles heel, which was that people were questioning it and wondering whether I had become too senior too early,” comments Echave, who reports that ultimately his wife helped him to understand how revealing his passion for the job would better display his self-assurance.

“She told me, ’You cannot beg for this—you have to be humble, but you also have to show that you are ambitious as well,’” remarks Echave, who emphasizes the power of ambition.

He explains: “This allowed me to bring out my confidence and express why I really wanted the job—and within 6 months, I had it.” –Jack Sweeney

882: A Search for Answers | Brianna Gerber, CFO, ChromaDex Mar 19, 2023

Show notes

When Brianna Gerber tells us that during earnings season at Mattel, Inc., she was once known as the investor relations person most likely to be “knocking on doors,” we can’t help but want to learn more about her IR tour of duty for the toy giant.

“I’d be calling on the marketing team and the commercial team, talking to treasury and tax, and asking them all ‘What’s really going on?’ because I would need to understand the numbers before I could explain them,” recalls Gerber, who occupied Mattel’s corridors for nearly five years, after having spent 10 years as an equity research executive.

There’s little doubt here that Gerber is sharing a fond memory that exposes the somewhat immediate satisfaction that she experienced upon landing inside a corporate entity. The glass wall through which she had once peered as an equity analyst had vanished, and she was now able to engage one-on-one with the senior leaders best able to explain the complexities of the business.

It’s a recollection that also reveals the door-opening presence that IR executives enjoy. Still, Gerber wanted something more, and while the IR career track at Mattel no doubt would offer her accelerated advancement, she instead decided to make a lateral move to Mattel’s FP&A team.

“Ultimately, this was about me having the confidence in myself to say, ‘I understand the numbers and I understand why they tell a story, so I can now translate what I learned from this 30,000-foot view and use it to allow me to at the same time go even deeper,” remarks Gerber, who continued her career climb inside Mattel’s FP&A function for a number of years before being recruited by Kevin Farr, Mattel’s long-tenured CFO, who had exited the toy maker in 2017 to serve as CFO of ChromaDex, a pioneering biotech firm.

At ChromaDex, with the two worlds of investor relations and FP&A under her purview, Gerber became a direct report to Mattel’s veteran CFO—a coveted opportunity for mentoring if ever there was one.

“I think that what brought Kevin here and what brought me here was in part the potential to build something,” comments Gerber, who would step into the CFO office at ChromaDex in August of 2022.

Looking back on her career pivots from equity research to IR to FP&A, Gerber highlights her personal goal of seeking challenge.

She adds: “I think that we are constantly reinventing ourselves, and this is what keeps our careers interesting.” –Jack Sweeney

881: One CFO's Career of Plenty | Keith Taylor, CFO, Equinix Mar 15, 2023

Show notes

As our finance leader guests well know, we seldom hesitate to ask where they spent their career-building years.

Moreover, if we learn that a CFO spent more than 5 years with any one company, we’re apt to ask, “Why? What kept you there?” On the other hand—and somewhat oddly—finance career investments spanning a decade or more are likely to lead us to leapfrog more perfunctory queries in order to let the grilling begin.

Such was the case with CFO Keith Taylor of Equinix, the $7.2 billion data infrastructure giant with 248 data centers in 27 countries.

For Taylor, who is logging his 24th year with the firm, the investment of career decades inside a single company led us to imagine a string of experiences somewhat uniform from one chapter to the next.

However, Taylor quickly informs us that his investment of years inside a single company has afforded him a breadth of experiences that few job-hopping finance executives may have ever surpassed.

It’s fair to say that when Taylor was named Equinix CFO in 2005, the business model responsible for the company’s following 79 consecutive quarters of growth was still in its infancy.

However, for Equinix’s newly minted CFO, it seemed hard to imagine that the breadth of experiences that lay ahead could match those already behind him.

Back in 1999, as Equinix’s founders began to eye the public markets, they hired Taylor to add some heft to their fledgling finance team. The company would hire a CFO and go public in August of 2000 just as the dotcom bubble began to burst.

“We then went through a near-death experience when we had only one payroll left and didn’t think that we were going to make it,” recalls Taylor, who remembers a string of long calls with investors over the ensuing 24 months.

Says Taylor: “There was a determination not to give up that allowed us to survive, and by January 1, 2003, we were like a new company, with new shareholders and our problems mostly solved.” –Jack Sweeney

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