987: May The Road Rise To Meet You | Jennifer Loo, CFO, Tala

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.