CFO THOUGHT LEADER

On this episode of Controllers Classified, host Erik Zhou welcomes Patrick Lynch, Senior Vice President and Controller of the Boston Celtics, who shares his journey from ball boy to financial leader for the team. Patrick highlights the milestones of his career, including his transition from an internship to working closely with the CFO, and the significant growth of the Celtics organization. He also imparts wisdom on how to seize career advancement opportunities and offers advice for those aiming to enter the sports industry. The discussion then does a deep dive into the world of accounting and finance for sports teams. Patrick shares his goals for the upcoming year - accurate reporting, cash management, and cost efficiencies - and then details why those things specifically matter in the sports industry. For example, while a private company, the Celtics are subject to several reporting requirements as a part of the NBA, and Patrick’s team is responsible for the integrity & synthesis of that data. Similarly, the Celtics cash flow reflects the cycle of seasons, and Patrick’s team is focused on managing the ebbs and flows. Finally, Patrick shares how he harnesses the power of technology to handle copious amounts of data, reduce manual work, and establish real time visibility. His goal in all of this is two fold - to give his team more time to do strategic work and to empower employees across the Celtics organization to be able to spend on things that will move the business forward. The episode concludes with Patrick sharing an industry story related to an auditor’s stadium walkaround. Listen now to get an exciting in-depth look at how the accounting & finance team plays a huge role in the success of the Celtics franchise.

Seasoned finance executive Naresh Bansal shares his experience navigating company acquisitions and post-acquisition challenges. He discusses the importance of strategic insight, building strong relationships, and adapting to new leadership. The podcast explores Menlo Security's enterprise browser security solutions and the CFO's focus on balancing growth and profitability. Bansal also emphasizes the need for CFOs to be adaptable in facing unexpected challenges and to prioritize personal wellness alongside professional responsibilities.

A little more than 15 years ago, Hilary Norris had the ultimate dream job at a tech company in sunny California, a perfect alignment of professional goals and personal life. However, the idyllic scenario was disrupted when the company was acquired, a common turning point that often spells uncertainty for many executives.Facing a potential career setback, Norris was initially marked for replacement but was later asked to stay on and lead the finance operations of the combined entity. This twist in her career path wasn’t just a test of her professional capabilities but also a stark introduction to the challenges of navigating corporate cultures across borders—this time, with a German-based company that had different views on diversity and dual careers.Despite the hurdles, she saw through the integration phase with poise and strategic insight, yet ultimately decided to part ways due to cultural misalignments. The end of one chapter, however, led to a new beginning—a substantial role managing finance across 17 businesses in the Asia Pacific. This move not only highlighted her resilience but also her ability to leap into new opportunities, reshaping her career path on a global scale.Having relocated from the UK to international opportunities in Asia and the US, Norris doesn’t hesitate to emphasize the role of supportive personal relationships in career development. Norris mentions the challenges and compromises involved in aligning her career moves with her husband’s, highlighting the importance of having a partner who is flexible and supportive of career opportunities across geographies.Today, as a seasoned CFO, her journey underscores a crucial narrative in finance leadership: resilience, the ability to adapt, and the courage to embrace change define the path to success, far beyond the figures on a balance sheet.

Kicking off his career fresh out of school, Udit Tibrewal joined the audit practice ofPricewaterhouseCoopers (PwC) in New Delhi, where he set about learning the intricate workings of financial compliance.The ambition to broaden his horizon and a hunger for new challenges led him to make a bold move to the United States, landing him first New York City. The shift from New Delhi’s familiar chaos to New York’s dynamic hustle coincided with a widening of Tibrewal’s finance lens. It was here, amidst the skyscrapers of Manhattan, that he began to embrace the complexity of technology companies and their menu of projects involving IPOs, mergers, and acquisitions.After enriching his expertise on the East Coast, Tibrewal ventured west to Silicon Valley, where he blazed a path from numbers cruncher to strategic operations with a goal that never varied: to influence broader business decisions that could affect a company’s growth trajectory.Throughout his career, Tibrewal has emphasized the need for continuous learning and adaptation. Whether through committing to global moves, shifting from technical to strategic roles, or adapting to new industries, he has undertaken a journey that underscores the dynamic nature of the finance function in modern businesses. 

Long ago, the power of focus was a lesson that Jeff Bray learned early in his career while transitioning from the role of analyst to that of portfolio manager. He recalls a strategic moment when he realized that narrowing his investments from many down to just three to five key stocks would greatly amplify his success. This principle of concentrated effort not only transformed his approach to investment management but also became a guiding principle throughout his career, which includes his latest stint as CFO of Semperis, a leading cybersecurity firm.At Semperis, Bray is applying this bit of wisdom to navigate the company through a period of hypergrowth and complex challenges. Semperis has not only been expanding rapidly but also doing so with a focus on strategic areas that promise the highest returns—an approach that Bray appears to be uniquely prepared to execute, given his understanding of financial markets that has been honed over decades and now allows him to discern where to allocate resources to fuel growth and where to cut back to maintain efficiency.Top-of-mind for Bray is a careful analysis of sales productivity and pricing integrity. Semperis's CFO insists on a robust framework within which sales efforts align precisely with company goals and resources are invested in segments that drive the most value. This approach is evident in his resolve to restructure the company’s pricing model in order to ensure transparency and consistency across the firm's quickly expanding number of products.Here again, Bray once more lets us know that his determined watch on pricing is buttressed by his experience of that one early career moment emphasizing the importance of focus and concentration—which continues to influence his own decision-making, as well as the broader trajectory of Semperis’s success.

In this episode of Controllers Classified, host Erik Zhou is joined by Katie Slattery, VP of Accounting and Corporate Controller at Fivetran. The conversation begins with Katie’s start in Ireland at KPMG Dublin as an auditor, and traces her path from auditor to accountant. Fun fact: Katie has been the first controller/accounting hire at several high growth companies! The conversation then pivots to Katie’s current priorities at Fivetran and how she translates company-wide KPIs into team specific goals around reliable data and control efficiencies. Katie also spends some time talking about how to build a high-performing team, how to make sure an accounting team is structured to deliver on the needs of the business, and how to foster effective communication with teams and leaders outside of accounting. Given Katie’s extensive background in high growth companies, the conversation pivots to the IPO landscape, and how teams should be thinking about IPO readiness amidst the uncertainty. Katie notes that you have to be able to balance day-to-day activities with activities that prepare for the future, because you don’t want accounting to be the blocker when a company is ready to go public. Finally, the conversation ends with a discussion on the challenges and opportunities that come with being a global company. Katie spends time on Fivetran’s global operations and some of the decisions they have had to make as an accounting team as they navigate a complex tax landscape.

Back in 2016, Mitch Peipert stood at a crossroads. With a career foundation deeply rooted in the precision and rigor of public accounting, Peipert had navigated his way through the financial landscapes of various companies, honing his CFO leadership and operational prowess. Yet, nothing could have prepared him for the arrival of a new, enigmatic force at Thomas Publishing—a dynamic CEO with eyes set firmly on the horizon of digital transformation.The news allowed a small degree of uncertainty to occupy Peipert’s mindset. A seasoned finance professional, he was adept at managing numbers and ensuring fiscal health, but the prospect of working with a leader, unknown and untested by his side, cast a shadow of doubt. Would this be the catalyst for transformation, or would it be yet another detour from the path he and others sought to advance down?As the CEO began to unfold his vision for the company, a vision that went far beyond the balance sheets and financial statements that were Peipert’s realm, a remarkable transformation began to take place. The walls of the traditional finance role started to give way, revealing a new landscape where numbers were not just figures to be reported but tools for sculpting the future.Together, they embarked on an audacious journey to steer Thomas Publishing away from the sinking sands of print media decline, towards the fertile grounds of digital innovation. Peipert found himself at the helm of projects that redefined the company’s trajectory, bridging the gap between financial stewardship and strategic innovation. The CEO had not only expanded Peipert’s strategic lens but had also awakened in him the spirit of a change-maker, ready to challenge the status quo and drive the organization towards uncharted territories.

Back in September of 2021, Jeremy Johnson, Senior Vice President of Finance at Ceridian (now Dayforce), decided it was time to test his mettle—a decision that led him far from where he began, only to return with a leadership perspective somewhat different from what he expected. Determined to challenge himself and expand his horizons, Johnson left the familiarity of Ceridian, where he had steadily advanced his career for the past nine and a half years, to accept a CFO position with SmartRecruiters.Johnson’s test, however, was about to grow exponentially. At SmartRecruiters, circumstances propelled him into an even more demanding role, that of the interim CEO. This unexpected turn of events was not just a mere career stint but a transformational experience—one Johnson tells us has influenced his approach to finance leadership, infusing it with broader strategic insights and a nuanced understanding of the business.Upon his return to Dayforce as CFO, it felt like a narrative coming full circle. “This return signifies more than just coming back; it represents the culmination of my growth, challenges, and the broader leadership perspective I’ve gained,” Johnson remarks. His journey, including the unforeseen stint as CEO, Johnson tells us, has endowed him with experiences and a visionary approach to the finance leadership role.His Early Days: Johnson tells us his early career was significantly shaped by his early experiences at Capella University, where he built a relationship with CFO Lois Martin, who became a critical mentor. His responsibilities in SEC reporting and managing disclosure committees provided a strong foundation in financial reporting and regulatory compliance.

This episode our Planning Aces emphasize the importance of leveraging one's breadth of experience, stepping beyond traditional FP&A roles, and focusing on execution to bring significant value to organizations. They also emphasize the evolving nature of finance professional interactions and the idea that strategic insights can serve as catalysts for organizational change, prompting shifts in product development, market strategy, and operational execution.This episode features the FP&A insights and commentary of CFO Jeff Woolard or Velocity Global, CFO Aaron Alt of Cardinal Health and CFO Bob Houghton of Pivot Bio.

In the heart of a bustling paper mill, where the scent of fresh pulp intermingled with the hum of machinery, Bob Houghton kicked off his finance career. Fresh out of college and a number of states removed from his Minnesota roots, Houghton understood the intricate dance of departments working in unison to produce everyday paper essentials. It was here, in the domain of plus-size machines, that he began to embrace the value of stepping beyond comfort zones for growth.His journey from starting within the paper mill’s diligent production ethic to becoming finance leader at Pivot Bio is a testament to the power of diverse experiences. At a later stint at General Mills, he navigated through nine roles in 15 years, each a stepping-stone that would hone his strategic vision and leadership skills. It was a role in investor relations, however, that would mark a turning point ultimately unlocking the path to the CFO office.Today, as the CFO of Pivot Bio, Houghton is focused on driving the company toward profitability while maintaining a sustainable business model. He emphasizes the importance of having financial acumen across the organization, allocating capital strategically, and articulating a clear value proposition to stakeholders. Meanwhile, Pivot Bio’s CFO doesn’t hesitate to blend his finance leadership with the company’s greater mission.Says Houghton: “We’re not just providing a product—we’re providing a more profitable, predictable, safer, and sustainable solution for growers.”