As I was interviewing with business leaders, and investors, I noticed some recurring challenges across all industries:

1) Build FP&A capabilities.

2) Automate accounting tasks.

3) Manage multi-site operations.

4) Build an M&A power machine.

5) Manage priorities with limited resource due to the business scale.

6) Design the best-in-classs organization.

While transforming an accounting oriented finance team into a more analytical team makes a lot of sense, the real impact will usually come from operational improvements. And yet, Finance is better positioned to drive those changes. The CFO has the data to deliver the compelling case, and engage the operations. In the absence of a COO, the CFO becomes very busy and has limited choice to delegate. Asking for extra help is not a luxury. 

I came into Finance thinking I needed to learn the P&L to become a better business leader and ended up working in Finance for the last 25+ years.

It is at GE, that I learned the leadership fundamentals, and became a true advocate for operations and HR. Later on at Brink's I added a passion for transportation, and logistics, and became a relentless supporter of the sales team. I also understood that, we too, often overlook the importance of selling internally the business priorities.

As I kept repeating to our VP of procurement: "50% of your job is to buy, 50% is to sell".  

As a CFO, I eliminated binders and wet signatures, drove lean as a mean to kill bureaucracy and worked with the best IT leaders to drive productivity and compliance. 

I don't forget I started as an automotive designer, deeply involved in the R&D and manufacturing process. This is where my creative, and entrepreneurial mindset really became reality and ultimately got me to work for 2 start-ups.

In every job, I made mistakes. I had great mentors and leaders to learn from.

I now want to share that experience with you, because I care.

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