CFO THOUGHT LEADER

When 21-year PwC veteran Mark McCaffrey decided that it was time to open his post-PwC career, he briefed the firm’s U.S leadership about his plans, diligently outlined 24 months of departure prep, and set aside an extra helping of patience.  Two weeks later, he had a CFO job offer from publicly traded Internet domain company GoDaddy. “At the time, I thought that I’d have a couple of years to figure out what my next step was going to be,” recalls McCaffrey, whose 2021 CFO appointment was notable not just for the speed with which McCaffrey landed the role but also for the substance behind the match that was made.

Phenom CFO Davinder Athwal tells us that he has a personal connection to his company’s mission. Near the beginning of our talk, he shares a touching story about his father, a highly skilled individual who struggled to find a job in the UK. This personal experience fuels his passion for Phenom’s mission: to help a billion people to discover the right work. It’s not just about finding a job; it’s about finding the right job that matches skills with aspirations, as Athwal is eager to explain.The Phenom platform is not just another job-matching site, he points out. Using pattern recognition technology to match candidates with jobs, Phenom’s approach goes beyond what’s written on a resume to recognize all of the essential skills needed for a particular job—even those not listed on an application.Athwal joined Phenom during a challenging time in the industry, one that led to a strategic moment when he had to make the decision to prepare the company for cash flow break-even—a move that would turn out to be not only critical but also crucial for the company’s future survival and growth.

This podcast episode features CFO Christopher Crawley of Hoffman Hospitality Group, discussing challenges related to managing labor in the restaurant industryHoffman Hospitality Group, a family-owned restaurant company, adapted to the pandemic by introducing food trucks and online kitchens, enhancing their financial processes.Crawley shares his career journey, including experiences in audit, finance, and operations, emphasizing the importance of adapting to change and understanding business metrics.He highlights the complexity of managing operations in the restaurant industry, involving regulatory compliance, financial intricacies, and shifting consumer preferences.Crawley discusses the challenges of fluctuating profit margins, labor management, and adapting to market changes, emphasizing the role of technology in addressing these issues.

The Three Phases of Teresa Chia’s Career: Teresa Chia’s journey to becoming a CFO is divided into three distinct phases. The first saw her honing her skills in investment banking and private equity at Credit Suisse in NYC. The second found her in the insurance industry, where she discovered her passion for the field and learned about its complexity and regulatory aspects. The most recent phase has seen her also serving on the boards of various companies, a testament to her industry connections and expertise.The Shift in Focus: After two decades of focusing on strategy and capital deployment, Chia felt a shift in her interests. She wanted to be more involved in the execution of growth plans and building the infrastructure for such growth. This led her to the role of a CFO, where she could leverage her finance knowledge while also contributing to strategic execution.

For corporate finance executives, few professional experiences are as adeptly converted into social currency as those manifested inside the realm of mergers and acquisitions (M&A).It seems that regardless of whether a finance executive has been involved in one deal or 40, they are usually able to quickly share a takeaway or two. For finance leader Natalie Laackman, the latter would be the case—or, rather, the latter times two, as she estimates that she has been involved in 75 to 100 such transactions.Regarding the M&A snapshot, Laackman relates that among her most memorable is one taken around 2001, when her expansion-minded employer asked her to “move a deal along” with a family-owned company in Sao Paulo, Brazil.“There were two brothers who had built this very interesting business—I was asked to start the negotiations, so I flew down to Sao Paulo by myself,” recalls Laackman, who tells us that as a security precaution, she was assigned two armed guards upon her arrival.On the occasion of her visit, the two brothers extended to Laackman an invitation to discuss the deal at a family dinner.“This was their baby, and they wanted to sell it to a company that they felt would grow it and continue to nurture it and love it just as they had,” comments Laackman, who adds that the family dinner was served at 11:00 p.m. at the home of one of the brothers. Gathered around the table that night were children, wives, and a grandparent who was celebrating his 80th birthday, Laackman explains.“I realized that I needed to demonstrate that I was a person who represented something that could be a great cultural fit for their company,” remarks Laackman, who notes that on that night, she needed to summon all of her “influencing skills” in order to muster an approach that would involve both the technical and human side of doing business.Roughly 3 months and two or three more trips to Sao Paolo later, a deal was signed, reports Laackman, who today looks back fondly on her food industry days despite having since switched to the healthcare industry—where today she is the CFO of MedSpeed, a provider of same-day healthcare logistics.Says Laackman: “At the same time that I was asked to join MedSpeed, I was contacted by a $10 billion food company. I knew that I kind of had the playbook for that, but there was this extra appeal about MedSpeed: It had a mission involving a need that was going to be ever critical, and it was a place where I could make a positive impact.” -Jack Sweeney

This episode features insights and commentary from three finance leaders: CFO Michael Linford of Affirm, CFO Ana Chadwick of Pitney Bowse, and CFO Jason Leet of ZyloImagine if the three finance leaders were to meet and have a discussion about their current roles. Each of them has a unique story to tell. Michael Linford, for example, was previously part of HP's M&A integration group and later became the first CFO of Hewlett Packard Enterprise after the split-off. Anna Chadwick played a key role in GE Capital's divestiture chapter, overseeing more than 50 divestitures globally. Jason Leet, on the other hand, has extensive experience in M&A, having been involved in over 40 different acquisitions during his time at Salesforce and Exact Target.

Doug Lindroth, CFO of Tealium, discusses the changing landscape of software company valuation, challenges faced during the dot-com crash, and leveraging data to drive strategic decisions. He highlights the importance of balanced growth, operational efficiency, and specialized finance teams.

Ana Chadwick discusses her career journey and how her network of people from her early days on forward played a crucial role in her success.She highlights her experiences at General Electric (GE), including training programs, travels, and insights gained during her tenure there. CFO Chadwick mentions the importance of data and transparency in finance, specifically in pricing and forecasting. She emphasizes the significance of having sponsors who are willing to support your career advancement rather than just mentors.

Donald McClure, CFO at Identity Digital, discusses his experience leading a company through a Chapter 11 bankruptcy and negotiating a prepackaged restructuring. He shares insights on refining the capital structure and engaging multiple financing partners. The podcast also covers McClure's transition to Identity Digital, their recurring revenue business model, and potential future strategies such as going public or acquisitions. Additionally, he talks about the significance of Heathrow Airport and offers advice for finance professionals. The conversation also touches on McClure's love for endurance sports and the challenges of professional management in a family business.

CFO of Tipalti shares their career journey and overcoming imposter syndrome. Negotiating a $150 million capital raise during a global banking crisis is discussed. COVID-19 impact on growth and transitioning to hybrid work model. Priorities for the CFO include building efficiency and a profitability mindset, and the potential impact of AI on productivity and insight.