CFO THOUGHT LEADER

Host Erik Zhou, CAO at Brex, sits down with Richie Mashiko, Fractional CFO, to unpack the financial complexities of running high-growth e-commerce and CPG brands. From measuring the right things to navigating ad spend, pricing strategies, and fragile supply chains amidst tariffs, Richie offers a unique operator’s perspective on what it takes to drive sustainable growth in today’s market.

In this engaging discussion, Andrew Casey, CFO of Amplitude, shares insights from his extensive finance career, including his transformative role at ServiceNow, helping it grow from $400 million to $4.5 billion. He emphasizes choosing growth experiences over titles and his flexible approach to hybrid work. Andrew discusses Amplitude's mission in digital analytics and how AI enhances workflows and fosters responsible adoption. He also dives into his strategic change management principles, highlighting the importance of limiting significant changes for effective implementation.

In this conversation, Konstantin Dzhengozov, the CFO of Payhawk and co-founder of Bulgaria's first unicorn, shares his journey from a corporate role in the U.S. to thriving in Bulgaria's dynamic startup scene. He discusses the challenges of building a finance team from scratch, the importance of a dual-revenue model, and how they tackled issues like poor data visibility. Dzhengozov also envisions AI transforming finance, enabling CFOs to make quicker, more informed decisions, while remaining dedicated to fostering business innovation.

Dan Zhang, CFO of ClickUp, oversees diverse operations with a focus on integrating AI into productivity. She discusses how ClickUp's platform consolidates tools like project management and communication, revolutionizing work for over 4 million teams globally. Zhang highlights the explosive growth of ClickUp's AI capabilities and emphasizes a mindset of continuous evolution, viewing each day as a new beginning. She also reflects on her unique journey from journalism to finance, showcasing the blend of creativity and strategic vision in her approach to leadership.

Tim Vipond, Co-founder and CEO of the Corporate Finance Institute, shares his journey from tackling complex financial models in mining to revolutionizing finance education online. He emphasizes the importance of real-world skills alongside theoretical knowledge. Discussing the integration of AI into courses, he highlights how CFI tailors certifications to current job markets, ensuring nearly 3 million students are workforce-ready. Vipond advocates for continuous learning, showcasing success stories that demonstrate the value of adapting finance teams to today’s rapid changes.

Lisa Cummins Dulchinos, CFO of Ayar Labs, shares her journey bridging deep tech and finance. She discusses how her team, filled with tech experts, simplifies complex innovations like TeraPHY, a chip that enhances data transfer with lasers. Dulchinos emphasizes the long-term cost savings despite higher upfront costs, making the tech relatable. From navigating emotional intelligence in leadership to the transformative power of storytelling, she highlights essential skills for finance leaders in a rapidly evolving landscape.

When Kevin Wall first stepped into industry from public accounting, it wasn’t by accident—it was through a client he already knew well. The company, in the midst of an ERP conversion and preparing to go public, saw in Wall someone who understood both their numbers and their needs. “They were familiar with me. I was familiar with them,” he tells us.That early pivot from audit into operational finance set the tone for a career defined by depth over speed. Wall spent 13 years at Alcatel-Lucent and a decade at FIS, climbing steadily while broadening his remit from general accounting to pricing, FP&A, and global finance operations. His longevity at these firms, he tells us, allowed him to “move and see new things under one roof” while growing his leadership footprint.Today, as CFO of Stax Payments, Wall is again stepping into transformation. The company, which serves over 40,000 SMBs and processes more than $20 billion in volume annually, is preparing to launch its own end-to-end processing engine. Wall’s priorities reflect a blend of commercial focus and operational precision: “It’s the top of the funnel,” he says, referencing lead generation, “and speed to revenue.”A self-described servant leader, Wall believes in “clearing obstacles” so teams can grow. That mindset also drove a past strategic move—reorganizing finance functions like billing and AP to other departments. It was a bold step, but one grounded in clarity: “Let’s really define what we want finance to be,” Wall tells us.

When Josh Schauer joined Longview, a Toronto-based software company, he had no idea that a transformative chapter of his career was just a few years away. In 2020, Longview was acquired by insightsoftware—a turning point that brought both uncertainty and opportunity. “It’s kind of equal parts fear and optimism,” he tells us. “You wonder: Am I going to have a job coming out of this?”But his then-CFO advocated for him, making clear to the acquiring company, “they can’t lose you.” That moment, Schauer tells us, “swung the pendulum to the opportunistic side.”Rather than move on, Schauer leaned in—ultimately rising to become CFO of insightsoftware five years later. Today, he leads finance for a company that has completed 31 acquisitions and delivers AI-powered tools for CFOs—tools Schauer uses himself.Early in his career, a mentor CFO gave Schauer full ownership of budgeting, board reporting, and strategic analysis. That experience shaped his belief that finance is “a strategic operating partner.” It’s a mindset that drives his approach today, from implementing daily agile forecasting to integrating AI across functions.“We are an AI-first organization,” he explains, with AI liaisons and company-wide training supporting adoption. Though measuring ROI can be tricky, he sees clear returns in efficiency and insight.Still, he keeps people at the center: “Is the team taken care of? Do they feel engaged?” For a CFO who’s navigated acquisitions and transformation, Schauer tells us, team satisfaction remains one of his top priorities.

When Nathan Winters led a supply chain team earlier in his career, he noticed something that would shape his leadership style: “The credibility you get by the operating leaders when they see you out in the field… is incredibly important.” Whether visiting customers, walking a manufacturing floor, or sitting in on operating meetings, Winters found that physical presence fostered trust—and that trust gave finance a real seat at the table.Today, as CFO of Zebra Technologies, Winters continues to emphasize business partnership grounded in proximity to operations. In the four years since he stepped into the CFO seat, Zebra has weathered post-COVID surges, global supply chain disruptions, and enterprise restructuring. The company’s product footprint—often “hidden in plain sight,” from grocery checkout scanners to hospital wristbands—has expanded to include robotics and machine vision, Winters tells us.He’s also broadened his own remit, taking on IT and cybersecurity leadership, including oversight of both the CIO and CISO. In that time, Zebra has reduced China-based production from 80% to 30% and introduced new AI capabilities like “Zebra Companion” to automate shelf management for retailers. Internally, Zebra launched a private LLM instance—“Z-GPT”—to streamline tasks from expense report queries to sales presentations.“Your job isn’t to just close the books,” Winters tells us. “If you’re not analyzing… finding new ways to think about things… you’re getting passed up.” At Zebra, finance is not just a control function—it’s a strategic force embedded in every operational stride.

Nearly a year into his CFO role at Reltio, James Redfern still feels like he’s catching up. “I’ve made some progress, but I’m definitely not where I… need to get,” he tells us. That steep learning curve was exactly what drew him to the company.Redfern didn’t find the Reltio opportunity through recruiters. Instead, it surfaced during a casual conversation with a mentor. “I was actually looking at something else,” he recalls. “And he said, ‘Oh, if you’re looking… I’m on the board of a company that’s looking for a CFO.’” That kind of personal connection—what Redfern calls “psychic safety”—has guided his last two career moves. It’s less about who you know casually, he tells us, and more about “people you actually have worked with.”At Reltio, Redfern stepped out of his comfort zone. After years in application-layer software companies like Workday and PayScale, he shifted into deep IT infrastructure. Reltio’s platform ensures enterprise data is clean and consistent across systems—a need made more urgent by the rise of AI. “You need a reliable, unified view of your data,” he explains. “One customer equals one customer—not three different customers in three different systems.”With 190 customers and $160 million in annual recurring revenue, Reltio works with some of the world’s largest enterprises. The company’s mission, Redfern tells us, is to replace legacy systems like Informatica and IBM with cloud-native data unification at scale.For Redfern, the attraction wasn’t the title. It was the challenge. “This is the kind of journey I committed myself to,” he says.