Afleveringen
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âIt wouldnât surprise me. No, it would be exciting.â
That was Adam Anteâs initial response when asked if five years from now, he could imagine himself still in the C-suiteâbut not as a CFO. The comment seemed to linger in the air, hinting at a deeper current in his career journey. Ante, who had led Paycor through an IPO, a pandemic, and most recently, a $4.1 billion sale to Paychex, wasnât just closing out a CFO chapterâhe may have been opening something entirely new.
While he later softened the sentiment, suggesting he might be surprised if he moved beyond finance, his earlier candor revealed a finance leader attuned to operationsâand perhaps transformation.
Years earlier, Ante had flown weekly to Colorado, struggling to integrate a newly acquired company. âI felt like I was failing,â he tells us. The lesson was hard-won: strategy and spreadsheets are meaningless unless you can move people with them. That shiftâfrom financial executor to business operatorâhas defined his trajectory ever since.
His strategic mindset matured further with Extreme Ownership, a book he credits with changing how he approached leadership, cross-functional collaboration, and results.
Now, as the dust settles on Paycorâs acquisition, Anteâs priorities have shifted once againâto preserving what works, aligning teams, and honoring the customer experience.
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Host Erik Zhou sits down with Amber Papp, VP of Finance at Scentbird to explore the unique challenges of accounting in the e-commerce space. From managing a massive inventory of over 700 fragrances to navigating rapid growth and making smart automation decisions, Amber shares firsthand insights on what it takes to keep financial operations running smoothly at a high-growth, subscription-based company.
Amber and Erik also dig into relevant themes like the role of AI in accounting, balancing efficiency with cost when evaluating new financial tools and systems, and the never-ending pursuit of data integrity.
And as the episode closes, Amber shares a truly unexpected budget requestâone that involved a Cybertruck, a demolition derby, and a marketing team with big dreams.
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Fresh out of a hedge fund analyst role, Erik Rothschild walked into an interview at a Chicago-based trading firm and did something unexpectedâhe pitched actual trade ideas to the portfolio manager across the table. That bold move earned him a spot on the team, and eventually, a portfolio of his own. âThat whole experience taught me how to assess decisions through the lens of an investment,â Rothschild tells us. Itâs a mindset that has quietly shaped every leadership decision heâs made since.
Rothschildâs early career was forged in the high-stakes world of investment finance during the 2008 financial crisis. He later transitioned into corporate finance, helping build out the FP&A function at Sovereign. When the CFO unexpectedly departed, Rothschild found himself reporting directly to the CEOâpresenting financial results to the board and leading a complex equity raise. âIt was both exciting and stressful,â he recalls, âbut I knew I had a window to gain experience that would last a lifetime.â
What sets Rothschild apart is the investorâs mindset he brings to the CFO role at Cin7. He encourages his team to think in betsâevaluating risks, testing hypotheses, and acting decisively. Heâs also a champion of simplicity and automation, challenging his team to reduce low-ROI cycles and focus on what matters most.
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It was a late-night meeting room lit by the glow of Excel spreadsheets and half-empty coffee cups. Brian Carolan, then a rising finance leader, looked around the table and saw not just fellow accountants and analysts but a collection of people relying on him to bridge data and strategy. In that moment, he felt the weight of a CFOâs responsibility keenly. âFinance is never only about numbers,â Carolan tells us. âItâs about connecting the dots for everyone in the room.â
Years earlier, he had traded the security of a Big Four firm for a nascent startup, learning quickly that growth rarely follows a neat script. One day, he might be projecting cash flow; the next, mending fractured vendor relationships. Each challenge Caloran tells us strengthened his conviction that adaptability drives sustainable success. He carried that lesson into a complex M&A deal, where he orchestrated integration across multiple departments. âM&A isnât just consolidation,â Carolan tells us. âItâs a chance to redefine the culture, if youâre willing to listen.â
As his influence grew, Carolan found that effective CFOs serve as translatorsâturning raw data into forward-looking stories. After a particularly tense board presentation, he recalls a mentor pulling him aside. âNumbers matter, but so does the narrative behind them,â the mentor said. That advice remained Carolanâs compass. In every leadership role since, he has championed an inclusive approach, ensuring finance is a unifying force that galvanizes operations, sales, and strategy under one clear vision. And that, Carolan tells us, is how real transformation takes root.
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In this episode of Planning Aces, three forward-looking finance leaders share how theyâre transforming planning and forecasting inside their organizations. CFO Kevin Rhodes of Extreme Networks discusses the dual lens through which he evaluates AIâexternal monetization and internal productivity. Brendon Sullivan, CFO of 2X, reveals how a post-PE investment reality check led him to pioneer a weekly reporting cadence to drive faster decision-making. Meanwhile, Gabi Gantus of Mytra AI draws on her Tesla FP&A roots to illustrate how finance can lead long-term operational planning. Brett Knowles joins Jack Sweeney to unpack key insights and the broader implications for FP&A.
Co Host Brett Knowles emphasizes the need to distinguish internal and external AI use cases, applauds CFOs who are expanding AIâs role beyond headcount reduction, and highlights how AI can sharpen decision-making and compress process cycles. He underscores the CFOâs evolving role in overseeing cross-functional strategy, particularly as AI accelerates organizational complexity. From sales effectiveness to real-time alerting, Knowles sees AI as a vital lever in both financial performance and agility, cautioning laggards that competitors are already moving ahead.
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It was a pivotal moment Brian Robins tells us heâll never forget: stepping onto a makeshift stage to address some 400 employees just minutes before a key 8-K filing would publicly announce the potential sale of a major business unit. The room bristled with anxietyâpeople worried about their jobs and the future of the company. Robins recalls that, instead of relying on scripted talking points, he spoke from the heart and vowed to keep everyone informed as events unfolded. By offering that openness, he reinforced his belief that finance isnât just about numbers, but about building trust and forging a clear path forward.
Today, that spirit of transparent communication fuels Robinsâs approach as CFO. Above all, he prioritizes strong relationships across every organizational function, from sales and marketing to product and engineering. This is why go-to-market execution, he explains, has become the centerpiece of his strategic leadership. Robbins embeds dedicated finance professionals alongside revenue-focused teams, helping to fine-tune territory splits, refine pricing, and calibrate product positioning based on real-time data. Now Listen
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Tim Arndt still remembers the urgency in the air when AMB Property Corporation decided to merge with Prologis at the height of the financial crisis. It was, as he describes, âa merger of equals,â but Arndt tells us that, in the end, it was the legacy management of AMB that would lead the newly formed Prologis.
The âequalâ nature of the deal belied a deeper reshuffling of leadership, with AMBâs team rising to steer the new entity and Arndt finding himself on the CFO path.
Fresh from this integration, Arndt tells us, he learned one of his most valuable lessons: staying agile and raising your hand for new opportunities is critical when your environment is in flux. He found himself immersed in evolving structures, from investor relations to strategic funding, honing a flexible leadership style that balanced risk management with forward-thinking vision.
Today, as CFO of Prologis, Arndt credits this experience for shaping his strategic mindset. By leaning into the complexities of merging companiesâwhere cultures, processes, and people collideâhe discovered that strong financial leadership isnât just about spreadsheets and metrics; itâs about stewarding a newly formed organization toward stability and growth. That early trial taught him to embrace change rather than fear it, which is precisely how he continues to guide Prologis into future opportunities.
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It was a moment that would shape Erik Swensonâs approach to finance forever. As a co-op student at Northeastern University, he found himself in front of a room full of engineers, presenting financial metrics he had carefully compiled. When the meeting ended, one of the engineers approached him and said, âThat was interesting, but it doesnât mean anything to me. I make the product.â The comment struck a nerve. Driving home that evening, Swenson couldnât shake the realizationânumbers alone donât drive a business; they need to connect to the people building it.
That early lesson in financial storytelling set the foundation for a career built on bridging finance with operations. Swenson tells us his path wasnât a straight lineâhe originally pursued computer science before pivoting to economics and then accounting. After early roles in financial analysis, he spent 15 years moving through finance leadership positions at Danaher, where he sharpened his ability to translate financial insights into business decisions.
When IDT tapped him to be CFO in 2018, Swenson faced a challenge that tested his adaptability. As he tells us, the company had a strong accounting foundation but needed deeper financial analysis to support its innovation-driven growth. He immediately set to work embedding finance into IDTâs decision-making, ensuring the function wasnât just reporting numbers but helping shape the companyâs strategic direction. âItâs not just about getting the numbers right,â Swenson explains, âitâs about making sure those numbers mean something for the business.â
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It was a moment of âshock and aweâ that Jason Lee says shapes his strategic mindset. Soon after joining Square, he discovered a major partnership with Starbucks that was quietly bleeding millions of dollars and threatened Squareâs financial runway. âWe had to swarm the problem,â Lee tells us. The team renegotiated terms and preserved the companyâs stabilityâa crucial lesson in vigilance and swift action.
Leeâs path to that pivotal juncture began in investment banking and private equity, where he gained perspective on what makes companies thrive. Years later, as he moved from corporate development into investor relations and financial strategy at Square, he refined his approach to measuring ROI, understanding key business drivers, and aligning capital investment with sustainable growth. During Squareâs IPO process, Lee learned how investor feedback refines product strategy and strengthens customer relationships.
Today, as CFO of Faire, Lee keeps the same principle front and center: gain visibility first. âIf you donât know where your money goes, you canât optimize the outcome,â he tells us. This insistence on clear metrics is part of a broader philosophy that financial leaders must do more than simply balance books. They must articulate how each investmentâwhether for short-term gains or long-term positioningâserves an overarching goal.
That pragmatic yet visionary perspective is evident in Leeâs readiness to address risk head-on, allocate resources smartly, and engage stakeholders with clarity. In his view, a successful CFO not only safeguards the bottom line but fosters an
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The moment 2X secured private equity backing in March 2023, CFO Brandon Sullivan knew expectations would shift overnight. âThereâs gonna be a press release,â he remembers thinking. âOur new PE partners will open up a treasure chest of relationships for usâwe need to be ready.â
In anticipation, Sullivan and his team ramped up hiring, ensuring 2X had the supply of talent needed to meet the expected surge in demand. But in the six months spent navigating investment negotiations, pipeline oversight had faltered. Revenue didnât spike as expected. Instead, churn crept up. âWe had holes we hadnât paid attention to,â Sullivan tells us. âAnd the benefits we thought would be immediate werenâtâthey needed time to take root.â
The result? A painful lesson in timing. They had staffed up, but business momentum had stalled, sending gross margin percentages downward month after month. The wake-up call came swiftlyâa tough conversation with the PE board. âIt was needed,â he admits. âThe realization hit: Monthly reporting was too infrequent for a dynamic business like ours.â
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Stuart Leung had occupied the CFO office at Flexport for only a few months when he realized the supply chain management companyâs growing margin pressures stemmed not from a single root cause but from many. From pricing misalignment to invoice errors, Leung had compiled a lengthy list of snags. Along the way, he began empowering the people closest to each issue to drive the necessary improvements. By implementing more than 15 âbig rockâ initiativesâtracked through monthly reviewsâFlexport rapidly identified, tested, and refined solutions. This cross-functional, data-centric effort not only began restoring margins but also created a replicable model of continuous improvement.
That turnaround effort, Leung tells us, echoed lessons he learned earlier in his career. As a young analyst at an investment bank, he quickly discovered how fundamental analysis and modeling could uncover hidden risks. Later, private equity taught him the vital link between operational decisions and financial outcomesâa perspective he solidified while leading finance and supply chain for a small consumer brand. When he encountered Flexport as a paying customer, its tech platform so thoroughly simplified his logistics challenges that he became a believer in its end-to-end visibility.
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Trintech CFO Omar Choucair is increasingly turning to AI as a strategic advantageâbuilding teams, refining data âplumbing,â and automating time-consuming processes. His strategic mindset, honed by years of thriving in unpredictable environments, drives him to embrace AI as a catalyst for operational efficiency and transformative growth. Choucair tells us that his approach centers on leveraging AI to unlock competitive insights, streamline decision-making, and propel Trintech ahead in the rapidly evolving landscape of finance and technology.
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It was an impromptu meeting Gantus will never forget. One day at Tesla, the companyâs then-President of Automotive, JĂ©rĂŽme Guillen, pulled her aside, whispering about a decision Elon Musk was leaning toward. Guillenâwho led the automakerâs push for production scale and supply chain agilityâbelieved a different path could better serve the company, but needed someone with operational and financial data at her fingertips. âLetâs go talk to himâjust you and me,â Guillen said. Standing before Musk, Gantus walked through cost impacts and strategic trade-offs, methodically highlighting why their plan would outperform the existing direction. She recounts feeling a rush of excitement when Musk ultimately changed course, calling it key to her growth.
That moment encapsulates Gantusâs rapid ascent from Teslaâs first corporate FP&A hire to a finance leader shaping billion-dollar decisions. Her approach has always been about embedding finance in day-to-day operations, whether rethinking shift schedules, optimizing inventory, or forging data-driven paths for emerging initiatives. Sitting alongside engineers and factory managers, she became a trusted partner who refused to let finance stay locked in spreadsheets.
Today, as CFO of Mytra AI, Gantus carries forward the mindset that made her indispensable at Tesla. She now steers Mytra AIâs efforts to secure large warehouse contracts and streamline supply chain workflows, forging growth paths. Sheâs determined to refine her new companyâs cost structures, champion a culture of close collaboration, and leverage every insight from the operational trenches. Itâs a philosophy built on pragmatism, strategic thinking, and unwavering perseveranceâone that began with a tap on the shoulder, data-driven vision, and a fearless willingness to challenge the status quo.
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On this episode of Controllers Classified, host Erik Zhou sits down with Brad Silicani, COO of Anrok, to talk about his journey from Big Four accounting to leading operations at a fast-growing tech company.
The discussion begins by covering Bradâs transition from audit to client side, and highlights the myriad of roles he held at Dropbox. In his time there he was Controller, tasked with landing a sound revenue recognition method, Head of Tax, focused on developing the right international tax structure prior to IPO, and Treasurer, responsible for managing $2B in cash in a changing interest rate environment. In covering all this, Brad shares how these experiences set him up for success in his current role as COO at Anrok, highlighting why a background in accounting and finance makes him the operations leader he is today.
And of course, no modern finance conversation would be complete without tackling the AI revolution. Erik and Brad dig into how automation and AI are reshaping accounting, tax, and treasury functionsânot just making processes smoother but fundamentally redefining the role of finance leaders. Whether you're a CFO- OR COO-in-the-making, or just someone who loves hearing behind-the-scenes war stories from hyper-growth companies, this episode delivers sharp insights and great conversation.
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It began with a tense stretch of weeks that Bill Koefoed tells us he wonât soon forget. As OneStreamâs CFO, he was juggling the details of going public when a small AI startup called DataSense caught his attention. âWe didnât even have a formal corporate development function,â Koefoed explains, but he threw himself into researching the opportunity. There were skepticsâsome board members questioned the timing, while others worried the acquisition might be too costly.
Still, the numbers looked promising, and so did the technology. Sitting in late-night calls, Koefoed listened to DataSenseâs University of Michiganâtrained engineers describe predictive models that could supercharge OneStreamâs demand forecasting. âGetting that talent on board could pay huge dividends,â he recalls thinking. Even with the looming IPO, Koefoed pressed ahead, negotiating terms while appeasing wary investors.
For Koefoed, AI isnât a far-off gambleâitâs an immediate strategic lever. By championing technology that marries predictive power with secure financial data, Koefoed tells us he helping steer OneStream toward a future where finance and AI seamlessly intertwine.
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It was a puzzle that John Wilson simply couldnât resist. Intel had long sold processors to the federal government on a commercial basis, but the rising importance of High Performance Computing (HPC) demanded a new approach. Undeterred by the maze of federal acquisition regulations, Wilson volunteered to stand up a dedicated government unit, a move that he tells us helped unlock cutting-edge HPC research. The work took him to the edges of âbleeding-edge technology,â even if it also meant navigating the detailed rigors of government compliance.
That knack for transformation would serve Wilson well when he later encountered another pivotal moment: the day the moving truck arrived at his new home in Oregonâjust as Intel announced the dissolution of the very business group he was joining. Rather than panic, he thrived, moving on to master complex FP&A and business development roles. It was the same mindset that guided him in standing up an entirely separate legal entity to better serve government contracts, broadening his view of finance from purely operational tasks to strategic decision-making.
Today, as CFO of Sabey Data Centers, Wilson continues to fuse vision with pragmatism. He has drawn from his HPC experienceâwhere technology evolves at breakneck speedsâto guide Sabeyâs approach to data center design and expansion. Collaborating with teams to manage billion-dollar investments, he remains resolute on two fronts: balancing the need for innovation with disciplined capital allocation, and preserving a culture of âgood stewardshipâ that ensures long-term stability for tenants ranging from tech giants to smaller enterprises.
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It was a phone call Amy Butte tells us she will never forget. Lifting the receiver, she heard the familiar voice of her fatherâan accountant who had always championed her career. But this time, his words were tinged with a curious mixture of praise and amazement. He simply couldnât fathom how his daughter, who had taken only one accounting class, was now the CFO of the New York Stock Exchange. âFinance leadership is more than numbers,â Butte reminds us, explaining that, for her, success hinges on weaving data into a strategic narrative that shapes decisions.
That same flair for bold moves followed her into a pivotal meeting with the NYSEâs new leadership. âHowâd you like to be the CFO?â she was asked on the spot, an offer so direct it felt surreal. Butte tells us she immediately saw an opportunity to modernize a centuries-old institution, and within two and a half yearsâhalf the time originally plannedâshe was leading the organizationâs transition to a public company. The accelerated timeline tested her agility, forcing her to rethink legacy processes and overhaul entrenched systems. Through it all, she discovered that being an agent of change meant continuously blending operational discipline with forward-thinking ideas.
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In this episode of Controllers Classified, Erik Zhou sits down with Karen Wu, the Chief Accounting Officer at Clari, to discuss the role of accounting in a companyâs exit strategy. The conversation starts with an overview of Karenâs time in Transaction Services at PWC, where she helped a myriad of companies prepare for IPO - including Alibaba, the largest IPO in US history. Drawing on those experiences, Karen covers the reasons why a company may look for an exit, the types of exit strategies, and the role of the accounting team in those strategies.
Specifically, Karen speaks to some âmustsâ that accounting teams have to get right no matter the exit strategy - things like closing the books on time, ensuring precision and reliability in financial statements, and being able to comply with public company requirements. She speaks to the IPO readiness timeline, and how companies should approach it not just through the lens of accounting and finance, but across all functions.
The conversation then pivots to Karenâs time at Clari. She shares her priorities as well as her POV on global accounting processes given the companyâs international operations. Her number one piece of advice? Donât be hesitant to outsource pieces of work to consultants who may have a better handle on local tax policies.
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Ashim Gupta, who has evolved from a pre-IPO CFO to now serving as both CFO and COO, is busy redefining the role of finance in driving growth and innovation. Initially focused on strict financial discipline, Guptaâs responsibilities have expanded to integrate long-term growth initiatives with day-to-day operational execution.
In our discussion, Gupta explains that funding AI projects at UiPath is guided by a rigorous evaluation framework. âWe assess every project based on scalability, efficiency, revenue impact, and strategic differentiation,â he tells us. This disciplined approach ensures that each AI investment not only delivers measurable ROI but also aligns with UiPathâs broader vision of merging AI with automation.
Transparent communication with the investment community has been key to this evolution. Gupta emphasizes that clearly articulating milestones and performance metrics is essential as the companyâs narrative shifts from its RPA origins to becoming a leader in AI-driven automation, he tells us. This transparency builds trust and demonstrates the strategic value behind each investment decision.
Moreover, Guptaâs dual role enables him to balance aggressive AI R&D investments with the demands of core operational priorities. By bridging finance and operations, he ensures that strategic initiatives are effectively executed while maintaining robust financial discipline. As UiPath continues to push the boundaries of automation, Ashim Guptaâs strategic mindset remains central to its sustained success and innovation in the evolving digital landscape.
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Like many seasoned finance executives, Damon Fletcher saw Snowflake as a game-changer in cloud-based data management. While a senior finance executive at Tableau, he championed its adoption, recognizing its ability to scale analytics and streamline enterprise data operations. But he also discovered a challenge familiar to many finance leadersâthe hidden costs that come with cloud consumption-based pricing.
At Tableau, Fletcher tells us, the companyâs Snowflake costs grew exponentially, mirroring a broader trend in tech where companies struggle to control cloud spend. This realization led Fletcher beyond the CFO office. In 2023, he co-founded Caliper, a company dedicated to bringing greater cost transparency and AI-powered efficiency to cloud spending.
Fletcher tells us that AI is central to Caliperâs approach. The platform leverages machine learning forecasting to predict cloud usage trends and generative AI to surface actionable cost-saving recommendations. Unlike traditional cloud cost tools, Caliper provides deep insights across Snowflake, AWS, and Datadog, allowing finance and DevOps teams to pinpoint inefficiencies in real time.
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