As he nears the end of his first 100 days at Nintex, Burt Chao is doing something many new CFOs resist: listening more than talking. Understanding the business, its people, and its real growth potential comes before dashboards or directives, he tells us.
Chao describes Nintex as a company with a “long and rich history” of helping organizations automate mission-critical work, but one now entering a new season. That evolution centers on orchestration—whether AI-enabled, agent-based, or rooted in RPA—while remaining clear-eyed about identity. Nintex, he explains, will not “become an AI company.” Instead, it aims to help customers leverage AI deliberately, embedding it where it strengthens the foundation of their operations, he tells us.
That emphasis on fundamentals shows up quickly in how Chao evaluates performance. In today’s environment, “there’s no more important number than growth,” he tells us. Margins, profitability, and even rule-of-40 metrics only make sense once leadership understands what growth is possible and how it can be accelerated. Benchmarks matter, but only as tools; every business must be understood on its own terms, he tells us.
That discipline has shaped some of the most challenging moments of his career. Chao recalls “shrink to grow” decisions—walking away from investments that still produced revenue but no longer delivered the best return. Those moments are rarely spreadsheet problems alone. They are emotional, cultural, and deeply human, requiring influence rather than authority, he tells us. For Chao, that balance—grounding strategy in numbers while leading people through change—defines the modern CFO role.
