When Troy Anderson accepted the CFO seat at Kelly Services in 2024, he stepped into an organization that, as he tells us, “had done a number of acquisitions … and really invested in the business.” The legacy staffing firm had spent nearly $1 billion to expand its reach but had yet to fully integrate those pieces. Anderson’s mission: align a global operation that had grown faster than its systems.
It was a familiar challenge. Across three decades and multiple industries, Anderson has made a career of steering companies through transformation. At Universal Technical Institute, he led a finance overhaul that supported a business which, he tells us, “more than doubled the company.” Before that, as a senior finance leader at Xerox and its services spinoff Conduent, he helped raise $2 billion in debt and “build out the public company infrastructure … from scratch.” That experience, preceded by an investor-relations rotation where he worked directly with Xerox CEO Ursula Burns and CFO Kathy Mikells, became “the game changer” that propelled him toward the CFO office.
Now, at Kelly, Anderson is guiding a transformation “on both sides of the ledger … organizational and technology.” He’s integrating recent acquisitions, modernizing finance systems, and preparing the company for the cyclical realities of a staffing industry he describes as “in decline for about two years now.”
His approach reflects a pattern consistent throughout his career: when others see complexity, Anderson sees structure waiting to be built—and an opportunity to apply every lesson learned from the transformations that came before.
