CFO THOUGHT LEADER

Larry White, a former U.S. Coast Guard officer, transformed his career with an MBA funded by the Coast Guard, leading to high-profile finance roles. He discusses his strategic shift towards finance despite initial skepticism and his role as the first military global chairman of the Institute of Management Accountants. White shares insights on implementing innovative practices in military finance, including Lean and Six Sigma methodologies, and highlights the importance of mentorship and professional networks for career growth.

Seth Wunder, the CFO of Acorns, shares his journey through the finance world, emphasizing the importance of long-term investment strategies and a strong professional network. He discusses the transformation of the Financial Planning and Analysis team, integrating AI to streamline processes. Seth highlights effective communication as crucial for CFOs, alongside the necessity of continuous learning. The conversation also touches on promoting financial literacy, especially among teenagers, and the balance CFOs must strike between growth opportunities and risk management.

In this insightful discussion, Sandeep Aujla, CFO of Intuit, emphasizes the fusion of finance with business strategy. Shelagh Glaser from Synopsys highlights the importance of aligning investments with strategic goals while improving investor communication. Seth Wunder of Acorns stresses the need for team collaboration and simplifying communication across departments. Together, they offer unique perspectives on how strategic finance and effective communication can drive organizational growth and success.

Meet Josh Schenker, the unconventional CFO who dropped out of high school to fast-track his academic career. From working at his father's wealth management company to pursuing a Master's degree at MIT, Schenker shares his unique journey in finance. He discusses his transition from consulting to startups, the success story of Aditude, a leading ad tech company, and the challenges of becoming a CFO at a small company. Schenker reflects on his personal background and shares his growth plans for Aditude, Inc., focusing on M&A activities and surpassing budget targets in the upcoming year.

CFO Shelagh Glaser discusses her career progression at Intel, emphasizing the importance of operational knowledge and strategic finance. She reflects on the culture of 'constructive confrontation' at Intel and shares insights on navigating challenges as a CFO. The podcast also explores the semiconductor industry evolution, future business priorities, and personal reflections including book recommendations.

Entrepreneur Tal Kirschenbaum discusses using AI to revolutionize finance operations, highlighting the inefficiencies in manual processes. He founded Ledge to automate tasks and streamline data management, emphasizing AI's role in resolving discrepancies and aiding financial forecasting.

“I see the fear of failure as being so detrimental to so many people early in their career. In people’s minds, failing is often outsized, but most of the time, the things you’re dealing with when you’re up and coming are expected to involve some failure. That’s how you learn,” reflects Eric Emans, the CFO of Nintex. Emans tell us his career was built using the power of learning from mistakes and driving an expectation-based culture in finance.In fact, Emans views failure as a critical learning tool. Starting his career in juvenile rehabilitation, Emans tell us he gained unique insights into human behavior and communication, which later influenced his approach to leadership. When Emans transitioned to finance, he was determined to understand the business holistically, not just through numbers.At Bluecore, where he first stepped into a CFO role, Emans emphasized the importance of building strong relationships within the organization. He relied on mentorship and collaboration to navigate new challenges, openly seeking feedback from colleagues and industry veterans. This approach helped him avoid common pitfalls and develop a nuanced understanding of financial operations.As CFO of Nintex, Emans has continued to foster a culture where team members are encouraged to go beyond their job descriptions. He uses the metaphor of the left hand and right hand to describe the importance of both controllership and FP&A in his leadership. “My head of FP&A and my controller need to be my right and left hand. Not only do they need to be talented, but I need to be able to speak to them about almost everything going on in the company,” he says.Emans believes in empowering his team to think critically, challenge assumptions, and bring new insights to the table. “If a finance person just hands me back the analysis I asked for, that’s great. But if they go further and provide additional insights, that’s what makes the difference between a good and a great organization,” he says.It perhaps little surprise Emans’s leadership style is driven by continuous learning. He advocates for finance professionals to engage with different disciplines, understand the broader business context, and not be afraid to make mistakes.

By the time Sandeep Aujla arrived at Intuit in 2015, he had already invested 7 career-building years as a senior finance executive at Visa, so his path to the CFO office was presumably getting shorter and shorter. Still, it would be another 8 years before he would be appointed Intuit CFO.While there’s little question that during those 8 years Aujla could have likely nabbed CFO appointments elsewhere. Certainly, many finance organizations experienced a migration of senior talent during the covid years. Aujla’s decision to stay and complete yet another tour within Intuit reminds us that the shortest path is not always the best.Aujla’s journey at Intuit began with a dual mandate: to build a forward-thinking finance team and to deeply engage in business operations. Initially, he took on the role of acting chief risk officer for Intuit’s payments business, demonstrating his versatility and strategic thinking. This early experience laid the foundation for his future contributions, as he helped to transition Intuit from being primarily an accounting software provider to representing a broader platform offering services such as payments, payroll, and Mailchimp.Aujla played a pivotal role in this transformation, co-leading the small business group and driving the strategy that shifted Intuit’s main revenue base from accounting software to a diverse array of services. His ability to adapt and innovate was crucial as Intuit evolved into a high-growth, high-margin company.Despite opportunities to join other companies, Aujla remained at Intuit, benefiting from the company’s deliberate investment in his growth. Working closely with current CEO Sasan Goodarzi and former executive chairman Brad Smith, Aujla received mentorship and leadership development that prepared him for the CFO role. This investment, coupled with his extensive involvement in strategic initiatives, ensured that he was not only ready for the role but also deeply aligned with Intuit’s vision and culture.As CFO, Aujla focuses on unlocking potential within the finance team and the broader organization. He emphasizes the importance of talent development, spending significant time recruiting, coaching, and nurturing top performers. His strategic mind-set, honed through years of navigating Intuit’s complex business landscape, well positions him to lead the company through its next chapter of growth. “You always have to be proactive in managing your career, but this doesn’t mean being impatient or expecting a linear progression. Deliver top-tier performance in your role and don’t hesitate to raise your hand for projects or roles that are outside your comfort zone. You also need patience and a willingness to play the long game. When I left Visa for Intuit, I moved to a smaller company in a different space, no longer reported directly to the CFO, and took a smaller scope than what Visa was offering me as a counter. However, I knew that the role at Intuit would expand my skills across different business models, as well as better position me to be a C-suite leader downstream. It is this focus on growing your skills, feeling your brain hurt, and delivering positive tangible impacts that becomes the differentiator.” –Sandeep Aujla, CFO, Intuit

Mark Khavkin tells us that from the very beginning of his career journey—a 2008 role as an investment professional with a European private equity firm—he was able to gain experience in board strategy, investor relations, and entrepreneurial exploration. This foundation allowed him to read boardroom dynamics from very early on and prepared him to anticipate a variety of operational perspectives that would set the stage for his path forward.Transitioning to Silicon Valley, Khavkin joined eBay’s corporate development team, where he learned to align acquisition opportunities with the strategic goals of business units and technology leaders—experience that deepened his understanding of operational management and strategic planning.A pivotal moment came when a former eBay divisional CFO who had served as a mentor invited Khavkin to join oDesk (later Upwork) as FP&A lead. This role allowed him to influence company culture and drive change from within the finance function. At Upwork, Khavkin tells us he sharpened his ability to integrate investor narratives with internal strategies, from marketing to product development. His ability to present a cohesive story from market opportunities to long-term strategy proved instrumental during the early milestones of Upwork’s IPO journey.Throughout his career, Khavkin has come to pursue experiences that would require a unique blend of investment acumen, strategic insight, and leadership impact. His journey highlights the importance of understanding both investor perspectives and operational realities, while crafting a narrative that demonstrates insight into both.

Karen Williams’s journey to becoming a successful CFO began with a crucial lesson learned early in her career at the UK headquarters of candy giant Mars. As a young professional, she tells us, she had failed to grasp the importance of relationship-building and expressing her passion for the business. At times, this void had kept her sidelined and stymied her professional growth, a conclusion at which she would arrive only much later, when she personally witnessed the power of networking and personal connections.The turning point came during her tenure at American Express. Immersed in a culture that valued relationships and collaboration, Williams began to understand how networking could unlock the potential of others. The open-door policy at American Express allowed her to connect with colleagues across departments, fostering a sense of community and shared purpose. It was here where she found a mentor who not only guided her through the intricacies of corporate finance and leadership after recognizing her passion and dedication but also provided valuable insights that opened the doors to new opportunities that would accelerate her career progression.Years later, when Williams ascended into the first of what would become a number of CFO roles, she carried forward the lessons learned from her experiences. She emphasizes the importance of a human capital mind-set that rewards those who demonstrate a genuine passion for the business. Furthermore—because she believes that passion drives results—she strives to create an environment where her team feels motivated and valued. By promoting internal talent and fostering a culture of continuous improvement, Williams ensures that her team is not just competent but also deeply engaged and committed.