CFO THOUGHT LEADER

Tim Arndt, CFO of Prologis, shares insights from his extensive background in logistics real estate. He discusses why logistics focus on 'atoms, not electrons,' emphasizing the importance of physical infrastructure over digital. Tim highlights Prologis's significant role in global GDP and their innovative rooftop energy initiatives. He also dives into the impact of automation and AI on the sector, along with sustainability as a key business strategy. Tim's experience post-GFC reshaped balance-sheet management, making for a compelling conversation.

David Den Boer, a seasoned EPM innovator and founder of Column 5 Consulting, discusses the critical importance of proper technology selection in finance. He emphasizes that many problems stem from hasty product choices without understanding needs. Highlighting the rise of AI, Den Boer advocates for a fundamental rethinking of processes rather than merely adding new features. He also shares insights on how the EPM Summit fosters focused discussions and practical solutions, differentiating it from traditional vendor events.

Jonathan Carr, CFO of Armis and a finance leader with experience at SurveyMonkey and Atlassian, shares compelling insights into leadership and growth. He recounts his early challenges, including spearheading a complex Oracle implementation at a manufacturing plant. Carr emphasizes the importance of taking stretch roles to prepare for CFO responsibilities and discusses Armis's unique position in cybersecurity. He also highlights the significance of measuring unit economics early and adapting strategies as needed to ensure business success.

In this engaging discussion, Karen Williams, CFO of American Express Global Business Travel, shares her transformative journey from a small startup to a major corporate player. She reflects on the vital lessons learned about networking and relationship-building, emphasizing the impact of mentorship in her career. Karen also dives into her strategic approach to finance, including the importance of customer retention and the evolving role of AI in finance operations. With her insights, she highlights the balance between personal aspirations and professional responsibilities.

Roy Hefer expected a quick coffee. Instead, a “30 minutes” introduction with a newly appointed Lumenis CEO stretched “more than three hours,” he tells us, as they talked through her plan to transform a flat-growth, cash-bleeding medical device company and “ultimately take it public,” he tells us.That conversation marked a shift from theory to ownership. After five years at McKinsey—based out of Tel Aviv, but spending “most of my time abroad,” he tells us—Hefer realized he was “a doer,” he tells us. He loved delivering “an amazing model” and “a very sophisticated framework,” he tells us, but not walking away before execution.At Lumenis, execution became the point. A supply-chain initiative aimed to cut costs by 30%, he tells us; the team “managed to shave, save more than 40% cost,” he tells us. As the company prepared for a NASDAQ IPO in 2014, he tells us, his CFO pulled him closer—and Hefer had what he calls an “aha moment” where he “fell in love with finance,” he tells us, seeing how finance shapes decisions across fundraising, M&A, and expansion, he tells us.Years later, after a second IPO chapter at Hippo Insurance in 2021, he tells us, Hefer chose the CFO path at Perk. There, late 2022 fundraising forced a fork: accept “highly dilutive” capital or pivot toward profitability to become “default alive,” he tells us. For Hefer, that’s the job: frame options early, build trust “brick by brick,” he tells us, and let the best decision make itself.

Matthew Novick, CFO of TripleLift and a seasoned finance leader in ad tech, shares his journey from a family furniture business to high-stakes finance roles. He discusses the importance of operational fluency and effective partnerships with CEOs, emphasizing organizational chemistry. Novick highlights how AI can revolutionize finance workflows for faster decision-making and notes the evolving landscape of junior finance roles. He reflects on strategic moments, like navigating acquisition interest and focusing on critical business health metrics as he steers TripleLift towards a profitable future.

At 19, working part-time in a bank branch while attending college, Ed Hagan made a simple recommendation: expand the branch. The idea was taken seriously enough that he was transferred to the bank holding company’s finance and accounting department, where he suddenly found himself helping with acquisitions, preparing board materials, and contributing to an IPO. The exposure was far greater than he expected at that age, Hagan tells us, and it sparked a curiosity that would shape his entire career.That early experience with real-world complexity led him to KPMG—then Pete Marwick—because the firm audited the bank. There, he spent roughly 20 years, including a decade as partner, learning “every day” and taking on global finance transformation work. When the consulting arm later separated into BearingPoint, Hagan continued building capabilities, eventually moving to London to grow a financial services practice from just a few people to a couple hundred.After 21 years in consulting, he felt ready for a different kind of problem-solving. He joined a private-equity and family-office environment, then built a fractional CFO and outsourcing practice that connected him with growth-stage founders. One of those clients—Satisfi Labs—would draw him back into the intersection of finance and technology.Satisfi Labs, Hagan tells us, is an agent platform designed for live experiences like sports, entertainment, and tourism. The company blends proprietary technology with LLMs such as OpenAI and Gemini, packaging them into solutions that make “AI hireable.” Today, the platform supports about two-thirds of North American professional sports teams and continues expanding across venues, theme parks, museums, and tour operators.

Zane Rowe, CFO of Workday and former executive at Continental Airlines, VMware, and EMC, shares insights on AI's transformative impact on finance. He connects his experience in flight profitability to today's AI-driven decision-making, emphasizing the importance of collaboration across departments. Rowe discusses evolving ROI strategies for AI investments and highlights the significance of customer feedback. He also reflects on the need for CFOs to engage deeply with teams and customers, helping to shape a future where data-driven approaches drive growth.

Cristina Kim, the new CFO of Octaura, has a rich background as a JP Morgan executive with 22 years in finance and strategic investments. In this conversation, she shares her transition from investor to operator, emphasizing the importance of an 'aha moment' where she stepped into her role with a builder's mindset. Cristina discusses using AI and granular metrics to enhance decision-making, her vision for Octaura's electronic trading platform, and the balance between innovation and collaboration with banks. She offers insights on career breadth and strategic foresight in finance.

Aneal Vallurupalli, CFO at Drata and former finance leader at Airbase, shares fascinating insights from his career. After an unexpected role change post-Airbase sale, he emphasizes the importance of finance as an architect of business operations. Aneal discusses his passion for ruthless prioritization honed through competitive tennis and banking, and how he aims to enhance the finance team's strategic input. He also touches on AI challenges, retention strategies, and his vision for finance as a proactive 'so what' team that influences company decisions.