Episodes
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In 2018, Daniel Welch made a life-altering decision. After a decade in investment banking, working on high-profile IPOs and M&A deals at Morgan Stanley, Welch found himself at a crossroads. The birth of his daughter and a health scare involving his father led him to question the career path he was on. âI was mentally stimulated by the work, but it didnât align with my personal values,â Welch reflects. Burnt out and seeking more purpose, he left the corporate finance world to pursue mission-driven opportunities in the health and wellness sector.
Welchâs career pivot first brought him to Sonos, where he helped lead the company through its IPO. He later transitioned to Oura, the maker of the Oura Ring, guiding the company through a critical growth stage. These experiences solidified his desire to combine financial expertise with personal passion.
In 2022, Welch found his ideal role as CFO of Kate Farms, a plant-based medical nutrition company revolutionizing the field. Kate Farms focuses on providing organic, plant-based nutrition products, free of common allergens and designed to improve health outcomes for patients in medical need. Its mission resonated deeply with Welchâs personal health journey, which began with his transition to a plant-based diet.
Backed by investors like Goldman Sachs Private Equity and Novo Holdings, Kate Farms continues to grow its presence in hospitals and home care systems across the U.S., making Welchâs leadership integral to the companyâs scaling efforts. His career transformation highlights how purpose and profit can intersect when leadership is guided by personal values.
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When Deanna Strable was approached to take on the role of CFO at Principal Financial Group, she was taken by surprise. Having spent most of her 30-year career in leading business units rather than focusing on finance, Strable initially questioned whether she was the right fit for a position traditionally held by financial experts.
âUltimately,â she recalls, âwhat I learned from our board and CEO was that they really wanted someone who could partner with them in driving the company forwardâsomeone who had the ability, obviously, not only to understand the financials but also to be able to do so within the context of appreciating and analyzing how the day-to-day impact of our operations on our financials related to our long-term strategy.â
This blend of operational insight and financial expertise would come to define her tenure as CFO. Over her 7 years in the role, she led the company through significant strategic shifts. Under her leadership, Principal exited underperforming and commoditized businesses, such as retail annuities and individual life insurance. These moves were part of a broader plan to focus the company on areas with greater long-term-growth potential, including retirement solutions and asset management.
Strable also reshaped the companyâs financial priorities, moving beyond a narrow focus on earnings growth to a broader set of metrics, including return on equity, capital allocation, and customer satisfaction. Her emphasis on optimizing multiple metrics, rather than chasing short-term financial gains, helped to lay the groundwork for sustainable success. Strableâs career journey as CFO was a testament to the power of strategic thinking in driving both financial and long-term business growth.
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Episodes manquant?
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Ben Averisâs journey to CFO of Yoto was shaped by diverse experiences in finance, ranging from his early days at PwC in mergers and acquisitions (M&A) to leading roles in private equity-backed businesses. His exposure to the "buy and build" strategy during M&A transactions taught him the challenges of scaling businesses while maintaining their core values. Ben worked on transactions that involved integrating smaller, family-run businesses into larger corporate structures. This experience revealed to him a key risk: while larger companies could gain operational efficiencies, they often lost the customer-centric magic that made smaller businesses special.
Reflecting on these experiences, Ben noted, "What you would find is that, if you got to that buy and build moment, and you integrated (the businesses), some of the magic would be lost, and you would lose a bit of the customer obsession." This insight has become central to his strategic mindset as CFO of Yoto, a founder-led company with a strong customer-first philosophy.
Benâs understanding of the "buy or build" moment shapes his leadership at Yoto, where he balances the need for growth with preserving the companyâs entrepreneurial spirit. He recognizes the unique passion founders bring, especially their deep connection to customers, which can be diluted in corporate acquisitions. As Yoto scales, Ben is committed to ensuring that this customer obsession remains at the heart of the business, reinforcing that a well-run founder-led company often thrives because of its focus on delivering tailored customer experiences rather than sheer scale.
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It was during the first half of 2024 that press reports first surfaced to suggest that Bitcoin pioneer TeraWulf was seeking to make a bold strategic pivot into AI and high-power compute. Along the front lines of this move stood Patrick Fleury, TeraWulfâs action-oriented CFO, whose short tenure at the firm thus far has been notable for its aggressive cost-cutting measures and bold efforts to address the companyâs debt. Moreover, Fleuryâs focus on the optimization of the cash flow from TeraWulfâs Bitcoin-mining operations has proved crucial in stabilizing the company during turbulent market conditions.
It is perhaps surprising to learnâgiven his success as a CFOâthat Fleury had not always envisioned himself in this role. Having spent 16 years as a strategic investor, he had been content in working from the sidelines, guiding companies through investments and strategy. Becoming a public-company CFO had never been on his radar. Still, when TeraWulf needed a leader to guide it through significant challenges, his deep understanding of financial markets and investment strategy turned out to make him the ideal choice.
Fleuryâs unique investor mind-set has been instrumental in charting TeraWulfâs new growth trajectory. His ability to engage investors, simplify complex industry dynamics, and clearly demonstrate âvalueâ has been key to gaining investor buy-in for TeraWulfâs new direction. Moreover, his experience on the buy-side has provided him with valuable insight into what investors look forâtransparency, potential for growth, and clear financial discipline.
This ability to communicate effectively, coupled with his strategic acumen, has allowed Fleury to lay the groundwork for TeraWulfâs shift into AI and high-power compute. By looking at decisions through an investorâs lens, he has garnered the ability to build trust with stakeholders while at the same time positioning TeraWulf as a forward-thinking player in the rapidly evolving AI and data center sectors. Fortunately for his firm, Fleuryâs financial leadership continues to drive TeraWulf toward a promising future in these high-growth markets.
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When Scott Blackley was asked in kindergarten what he wanted to be when he grew up, his answer was surprisingly clear: âI want to be an auditor.â This early ambition was no coincidence; his father was a partner at KPMG, and young Blackley grew up around the firmâs offices, imagining himself one day sitting at a big desk, overseeing important work. True to his dream, he eventually ended up following in his fatherâs footsteps to become a partner at KPMG and invest a dozen career years there.
Despite achieving his childhood goal and carrying on the family legacy, though, Blackley eventually found himself at a crossroads. âIt was a tough decision to leave KPMG,â he recalls, âbut some of the experiences that I had had involving other peopleâs business problems had made me want to own them.â This realization marked a turning point in his career that fueled his desire to take on more responsibility and solve problems on a firsthand basis.
This drive led Blackley to Oscar Health, where he stepped into the CFO role during a pivotal moment. Reflecting on his early days at the company, Blackley observes, âWhen I joined, one of the things that I walked in the door with was a commitment to myself that I was going to be thoughtful about taking the time to understand the situation and then decisive about making decisions.â Consequently, within 90 days, he would end up reorganizing the finance function to separate FP&A from the controllerâs office and hiring a new leader to build a more structured finance organizationâone capable of supporting Oscar Healthâs ambitious plans for growth and transformation.
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In 2021, Don McGuire received an unexpected call from ADP's HR leader, offering him the
In 2021, ADPâs HR leader reached out to Don McGuire, then the companyâs globe-trotting EMEA
In 2021, ADPâs HR leader reached out to Don McGuire, then the companyâs globe-trotting EMEA president, to gauge his interest in stepping into the firmâs CFO role. McGuire was surprised, inasmuch as it had been nearly two decades since he had veered off the traditional finance career track. During this interim, McGuire had taken on various global leadership roles far removed from the typical CFO pathway.
However, as the former CFO of ADP Canada, McGuire was by no means an unlikely candidate. Still, the leap from being CFO of a single geography to being CFO of an entire publicly traded corporation would be significant, and McGuireâs experiences along his unique previous journey served to make the unexpected offer to him only more intriguing.
As it turns out, back in 2002, while serving as CFO of ADP Canada, McGuire had come to a similar crossroads. Although his career in finance had been progressing smoothly, his curiosity about the broader business landscape had led him to consider a different direction. Encouraged by his superior, ADP Canadaâs presidentâwho had noticed McGuireâs strong rapport with clients during joint meetingsâMcGuire took a leap of faith, stepping out of his finance role and into a client services leadership position. Taking on this missionâdevoid of a âCâ titleâwas a calculated risk, but McGuire believed that by immersing himself in the operational side of the business, he could gain valuable insights and broaden his leadership skills. Very consequentially, this move allowed him to engage directly with clients, manage teams, and drive business outcomes in ways that traditional finance roles seldom offer.
This bold decision set McGuire on a unique career path, ultimately equipping him with the diverse experiences that would make him an ideal candidate for ADPâs CFO role nearly 20 years later.
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In this bonus episode of CFO Thought Leader, host Jack Sweeney shares insightful stories from three finance leaders, focusing on their early beginnings and how those experiences shaped their careers. Scott Healy reflects on the influence of his father, an Air Force colonel, and his deaf brother, both of whom instilled a strong work ethic and a spirit of perseverance. Tracy Curley discusses her non-traditional path, balancing business experience with academic pursuits while navigating the challenges of being a military spouse. Lastly, Svai Sanford recounts his journey from being a Laotian refugee with a third-grade education to becoming a CFO, thanks to the support of his foster family. Each story highlights the significance of resilience, family influence, and the transformative power of education and opportunity.
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In this episode of Planning Aces, Jack Sweeney and Brett Knowles discuss the evolving role of FP&A professionals, emphasizing the importance of relationship-building and strategic collaboration within organizations. As summer ends and fall approaches, Brett predicts a surge in business activity, particularly as companies rush to meet year-end objectives. The conversation highlights the decline in travel post-COVID, with more business being conducted via web meetings, though these are often less effective than in-person interactions. Brett underscores the need for FP&A teams to prepare thoroughly for meetings and to foster diverse thinking to achieve better outcomes. The episode also explores the challenges of integrating acquisitions, the significance of continuous improvement, and the evolving responsibilities of FP&A leaders. Ultimately, the discussion centers on the importance of strategic relationships, effective communication, and adaptive leadership in navigating todayâs complex business environment.
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While most CFOs climb the ranks through finance-related roles, Steinfortâs path took a significant detourâone that saw him leading a company as CEO before unexpectedly stepping into the CFO role.
Steinfortâs transition from CEO to CFO occurred when he was approached by Dan Caruso, a long-time mentor and successful entrepreneur. The two had a history of working together, starting at Level 3 Communications and continuing through various ventures. When Steinfort was leading Envision, a software company he co-founded, Caruso was simultaneously building Zayo Group. Although their roles were in separate companies, they shared an office space, fostering a close working relationship.
When Zayoâs CFO decided to retire, Caruso saw an opportunity for Steinfort. Despite his lack of a traditional finance background, Steinfort had accumulated significant experience in corporate strategy during his years as a consultant for Bain & Company, and meanwhile his business-building tenure as a CEO made him more than a little familiar with the complexities of strategic budgeting and resource allocation. These experiences, combined with the trust and confidence he had built with Caruso and the board, positioned him as an unconventional yet highly capable candidate for the CFO role at Zayo.
Steinfortâs move from CEO to CFO, while rare, highlights the importance of adaptability and leveraging oneâs broad skill set. His success in the CFO role, first at Zayo and now at DigitalOcean, underscores the value of diverse experiences in shaping a holistic approach to financial leadership.
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Clemente Cohenâs finance career began in the early 1990s inside the Munich offices of Silicon Graphics, approximately 6,500 miles from the Silicon Valley companyâs headquarters and 7,500 miles from his birthplace in Argentina. This transcontinental start marked the beginning of a career defined by global problem solving , adaptability and generous helpings of M&A experience.
Cohen, who grew up in Germany after moving from Argentina, problem solving perspective to his role. Joining Silicon Graphics as an accountant, Cohen tells us he was able to quickly demonstrate to others a innate curiosity and willingness to go the extra mile. Frequently, his contributions went beyond traditional accounting, delving into financial analysis and supporting the companyâs rapid growth. This foundational experience in a fast-paced, technology-driven environment would shape Cohenâs understanding of finance operations on a global scale.
Over the next decade, Cohenâs career with Silicon Graphics expanded across continents. He held roles in Germany, the UK, and eventually became the International CFO, overseeing finance and business operations outside the United States. After a dozen years with Silicon Graphics, Cohen joined the London Office of CA Technologies , where Cohen tell us he was able to play a pivotal role in M&A activities and helped drive the companyâs transition from hardware to software.
After spending much of his career at large, global companies, Cohen made a deliberate decision to pursue CFO opportunities at smaller, private equity-backed firms. This shift allowed him to be more hands-on, driving business transformation and growth in a more direct way. The move was not without hesitation, as smaller companies often come with greater challenges and fewer resources. However, Cohen embraced the opportunity to apply his extensive experience in a more entrepreneurial setting.
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When Salman Khan arrived in Dubai from the U.S. in the early 2000s, he was a seasoned auditor with PricewaterhouseCoopers, ready to narrow his focus on the oil and gas industry. If someone had told him then that he would one day be the CFO of the worldâs largest Bitcoin mining company, Khan would have undoubtedly replied, âWhat mining company?â At the time, digital assets were a distant concept, and his world revolved around the complexities of oil reserves, regulations, and international finance.
In Dubai, Khan honed his skills by navigating the intricacies of the oil and gas sector, gaining a deep understanding of commodity risk, capital-intensive operations, and global markets. This experience laid a strong foundation for his future role at Marathon Digital Holdings. Just as oil extraction requires careful management of a finite resource, Bitcoin mining demands a strategic approach to harnessing the limited supply of digital currency.
Returning to the U.S., Khan joined Occidental Petroleum, where he quickly climbed the ranks. At Occidental, he took on diverse roles, including leading the spin-off of California Resources Corporation, a transformative experience that further prepared him for Marathon. He managed large-scale M&A transactions, scaled a business unit from $5 million to $5 billion in revenues, and navigated complex operational challenges. This period was crucial in shaping Khanâs ability to manage high-stakes, resource-intensive environments.
Khanâs time at Occidental taught him to think strategically, manage risks effectively, and lead large-scale initiativesâskills directly transferable to the fast-paced world of Bitcoin mining. Today, as CFO of Marathon Digital Holdings, Khanâs journey from auditing oil fields to managing Bitcoin miners reflects a seamless transition of expertise, making him uniquely qualified to lead Marathon through its rapid expansion and ongoing success.
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According to CFO Kabir Shakir, when AI giant Nvidia sought to expand its alliances in India, it knew exactly with whom to partner: âThey did their homework, and they tapped on Tataâs door.â
This partnership, Shakir tells us, has proven to be but one of a number of alliances in Tataâs journey toward becoming âthe national AI champion for all of India.â Along the way, Tata Communications received its first order of Nvidiaâs technology, whose integration has since been fast-tracked into Tataâs production processes. With Tataâs dominance in the Indian market, Shakir continues to relate, the company is now determined to capitalize on its Nvidia partnership in order to drive growth through AI innovations across its offerings.
Of course, as it turns out, few finance executives may have been better prepared than Shakir to serve as an ambassador from Indiaâs burgeoning AI appetite to U.S. technology companies. Before being named CFO of Tata Communications in 2020, Shakirâas CFO of Microsoft Indiaâoversaw the software developerâs finance function for all of the country, gaining deep insights into the dynamics of tech-driven growth in one of the worldâs most complex markets. His role at Microsoft involved managing a fast-evolving financial landscape, making him well versed in navigating the intersections of technology, finance, and global business. Not insignificantly, prior to his tenure at Microsoft, Shakir had spent 23 years at Unilever, where he advanced through various finance roles that ultimately led to major financial initiatives across multiple geographies.
Beyond its Nvidia alliance, Tata Communications has formed strategic partnerships with other tech giants such as Microsoft, Google, Cisco, and AWS, positioning itself as a key player in the global digital ecosystem. Each of these collaborations continues to strengthen Tataâs ability to deliver cutting-edge solutions, particularly as the world increasingly embraces AI-driven technologies.
Tataâs long-standing relationship with Formula 1 racing has further showcased its expertise in high-performance data transmission. The firm handles the live feed of Formula 1 events globally, ensuring seamless visual delivery of intricate performance data to millions of viewers. This partnership exemplifies Tataâs ability to manage complex, large-scale operations while maintaining the highest standards of quality and reliability.
These forward-leaning collaborationsâsuch as with AI innovators like Nvidia or through sports broadcasting and Formula 1âare central to Tataâs growth strategy, driving both innovation and market leadership in our increasingly digital world.
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In her role as CFO of California Bank & Trust, Chikako Tyler faced the collapse of Silicon Valley Bankâthe second financial crisis of her career. Unlike the first crisis, the Great Recession, which forced her to leave a rewarding career in commercial real estate, this time, Tyler was prepared to take charge.
In 2009, as the economic downturn decimated the real estate market, Tyler recognized the need for a change. She pivoted to banking, taking on a temporary role at California Bank & Trust, where she quickly discovered her passion for the intricacies of finance. Her journey through various roles in the bankâranging from specialized asset analysis to risk managementâshaped her understanding of the business and led her to the CFO office.
By the time Silicon Valley Bank collapsed in 2023, Tyler had nearly five years of experience as CFO under her belt. Drawing on the lessons from her diverse career, she confidently navigated the crisis. Unlike the uncertainty she faced during the Great Recession, Tyler leaned into her role, guiding her team through the tumultuous period. She championed her bankers to manage their customers proactively, quelling any possibility of panic.
Tylerâs journey from real estate to banking, and from crisis to confident leadership, underscores her adaptability and strategic mindset. Her ability to transform challenges into opportunities has not only defined her career but also strengthened California Bank & Trustâs resilience in uncertain times.
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In 2005, fresh into his first banking job at Citigroup, Tom Bock found himself working 63 hours straight to prepare for a critical pitch. Fueled by a desire to prove his worth, he pushed his limits, refusing to rest until the task was completed. However, this grueling experience came at a costâhis nose began bleeding, a stark sign of physical exhaustion. Despite his best efforts, the pitch fell short, leading Bock to a moment of deep reflection.
At the time, Bock was someone who believed in sheer perseverance, equating success with pushing through challenges alone. But the Citigroup experience became a turning point in his career. Through discussions with mentors and careful self-assessment, he recognized the flaws in his approach. Bock learned three crucial lessons: the importance of breaking down complex tasks into manageable parts, the necessity of self-care, and the value of seeking help when needed.
This experience broadened his understanding of success in finance. It wasnât just about individual heroics but about effective teamwork and sustainable work practices. As Bock transitioned into more senior roles, these lessons became foundational to his mindset as a CFO. They guided him in balancing the demands of leadership with the realities of human limitations, ultimately shaping his approach to managing teams and making strategic decisions. Today, as CFO of Smart Financial, Bock applies these insights to ensure long-term success, both for himself and his organization.
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Doug Potvinâs journey to becoming the CFO of Trinity Logistics reveals the power of adaptability and continuous learning. Initially captivated by technology in high school, Doug pursued a degree in computer science, only to discover a passion for finance during a college course. This pivot led him to the National Marine Fishery Service (NMFS), where he gained invaluable experience in loan origination and financial analysis.
Despite the security and stability of his government job, Doug felt increasingly constrained by bureaucratic micromanagement. Seeking greater autonomy and a desire to directly impact business operations, Doug made the pivotal decision to transition to the private sector. He was looking for an environment where he could leverage his skills more dynamically and foster deeper connections with the businessâs strategic goals.
Dougâs next move was to a family-owned seafood company, where he initially served as a controller. Over a decade, he expanded his role to general manager, overseeing HR, legal issues, farming operations, and technology integration. This hands-on experience in a diverse set of responsibilities provided Doug with a comprehensive understanding of business operations beyond finance.
In 2006, Doug joined Trinity Logistics as CFO, drawn by the challenge of transforming and growing the company. Under his financial leadership, Trinity Logistics grew from a $100 million to a $2 billion enterprise. Dougâs emphasis on leveraging technology and automating processes has been instrumental in driving efficiency and growth. His collaborative approach and deep understanding of business operations have allowed him to create a robust financial strategy that supports Trinityâs long-term objectives.
Doug Potvinâs career journey highlights the importance of seeking environments that align with oneâs values and aspirations, demonstrating how a strategic shift can lead to remarkable professional growth and success.
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Todd Patriacca was more than a dozen years into his finance career when two things happened that accelerated its trajectory. The first was that he found a mentorâor, rather, that his future mentor found him. The second was that he became immersed in Lean culture.
Starting his career at Arthur Andersen, Patriacca spent nearly 10 years in public accounting, a span that allowed him to gain a broad perspective on various industries. However, it was in a subsequent role as corporate controller at a private company that he found a mentor to guide him through essential areas like tax, treasury, and operationsâpreparing him for the CFO role that he eventually assumed.
It was during these years that Patriacca was introduced to Lean principles. Initially rooted in manufacturing, Lean focuses on continuous improvement and eliminating waste. Patriacca saw the potential to apply these methodologies to finance. He began by implementing standardized processes and automation, significantly improving efficiency. For instance, 80% of accounts payable invoices with purchase orders became processed without human intervention, allowing his team to focus on exceptions and strategic tasks.
Upon joining BVI Medical in 2023, Patriacca continued to champion Lean principles. He established a Center of Excellence in Poland, centralizing operations to enhance efficiency and scalability. His approach to Lean extended to leveraging AI for forecasting and inventory management, exploring opportunities to further streamline operations.
When asked how far along in their career finance professionals should be exposed to Lean thinking, Patriaccaâs response is clear: âAs early as possible.â He believes that early exposure helps finance professionals to develop a mind-set geared toward continuous improvement and collaboration. Patriaccaâs career journey underscores the transformative impact of Lean thinking, illustrating its power to drive efficiency and innovation in finance.
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The year 1986 was a pivotal one for Larry Whiteâs career in the U.S. Coast Guard. After entering the Coast Guard Academy in 1976 and graduating in 1980, White subsequently advanced through a series of intriguing roles including commanding an 82-foot patrol boat before deciding to pursue an MBA. The Coast Guard agreed to underwrite this move, enhancing his resume and eventually making him an attractive candidate for high-profile roles in Fortune 100 companies. Still, White had no intention of leaving the Coast Guard.
Going forward, a decision by White to specialize in finance, rather than following the traditional rotation between operational and financial roles, was initially met with skepticism inside the military. Early in his career, it was suggested that his focus on finance could limit his promotion prospects. However, White's commitment to his specialty, combined with his strategic use of professional certifications and active involvement in organizations like the Institute of Management Accountants (IMA), proved this view to be incorrect.
As the first active-duty military officer to serve as the global chairman of the IMA, White distinguished himself in his field. He also contributed to the International Public Sector Accounting Standards Board while serving as a captain in the Coast Guard, highlighting his expertise in public sector financial management.
Following his retirement from the USCG, Whiteâs career continued to flourish. The very next day, he signed agreements with Deloitte and the Resource Consumption Accounting Institute, where he served as executive director for 14 years. His post-retirement work focused on improving cost management practices and advocating for better education for management accountants, reflecting his dedication to enhancing financial practices.
Whiteâs ongoing involvement with organizations such as COSO (Committee of Sponsoring Organizations of the Treadway Commission), where he works on internal controls and enterprise risk management, underscores his commitment to advancing the field. He also helped to establish the Profitability Analytics Center of Excellence, which now engages a broad audience as it aims to advance internal decision support practices.
Whiteâs career is a testament to how specialization, supported by continuous education and professional development, can lead to impactful leadership and meaningful contributions within both the public and private sectors. His journey reflects the lessons learned from his Coast Guard service and his dedication to fostering change and innovation in financial management.
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t a recent executive team dinner, several Acorns executives were reminiscing about their childhood professional aspirations. While many had had career dreams that had long ago lost their lusterâSeth Wunder told his colleagues that he never gave much thought to being anything other than an investor. âI grew up in a household and family that was focused on investing and on the growth of the markets,â Wunder recalls. As a teenager, he was already engrossed in financial markets, which would set the stage for a career path that would eventually lead him to the CFO office at Acorns, a pioneering investment platform.
Wunderâs journey began in investment banking, where he honed his analytical skills and developed a keen eye for financial opportunities. His transition to running an investment fund further solidified his investing credentials, allowing him to delve deep into the intricacies of market dynamics and company valuations. It was here that Wunder cultivated his strategic mind-set, learning to balance short-term gains with long-term value creation.
Still, the transition from investor to operator is a pivotal career chapter. He noted that one of the everyday challenges in this is to translate financial concepts. âWhen youâre in finance, everyone around you understands the technical language, but as a CFO, you have to communicate in a way that everyone can understand, regardless of their domain expertise,â Wunder explains. This insight has led him to make clear communication a priority, although he admits that optimizing the skillset needed to break down complex ideas into simple building blocks remains a work in progress.
Upon joining Acorns, Wunder quickly found his footing during the acquisition of GoHenry, which expanded Acorns into international markets. This transaction showcased his ability to integrate teams and drive synergies, ultimately enhancing the companyâs growth trajectory.
On the home front, Wunder, a father of three, says that he is committed to instilling sound financial habits in his children. He believes in the power of early financial education and is determined to help shape their financial futuresâmuch like he aims to do for Acorns users.
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Brett & Jack discuss the commentary and insights of three accomplished CFOs (Sandeep Aujla from Intuit, Shelagh Glaser from Synopsys, and Seth Wunder from Acorns), while highlighting their distinct approaches to strategic finance, organizational structure, communication, and business growth.
While all three Planning Aces highlight the importance of strategic finance and organizational efficiency, their reflections differ in focus. Aujla emphasizes the integration of finance with business strategy, Glaser focuses on aligning investments with strategic goals and improving communication with investors, and Wunder highlights the importance of team collaboration and simplifying communication across different domains. Each CFO offers unique insights into how finance can drive business success in their respective companies.
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Josh Schenker may well be the only CFO weâve interviewed who claims to have dropped out of high schoolâwhich he actually did, in order to accelerate his academic ascendance by passing the General Educational Development (GED) test, which in turn allowed him to enroll at college ahead of schedule.
âI never received a diploma from my high school, so, technically, I am a dropout,â explains Schenker, who logged many hours during his high school years at his fatherâs wealth management company. It was there, he tells us, that he first developed a keen understanding of finance.
Schenker relates that he would immerse himself in learning the intricacies of portfolio allocation and market optimization, which ultimately laid the foundation for his future career. With a strong interest in finance and business, Schenker pursued further studies in these fields, eventually earning a masterâs in finance from MIT. This academic background, combined with his early hands-on experience, equipped him with the skills needed to navigate the complex world of finance.
Schenker began his career in strategy consulting at PwC, where he further developed his analytical skills by working across multiple industries to identify key business metrics and optimize performance.
His transition to AOLâs Corporate Development Group marked a significant step in his career. There, he participated in numerous M&A deals, including the high-profile acquisition of Yahoo by Verizon. Eager to gain deeper involvement in business operations, Schenker joined Yahoo Sports as head of business operations, a position that enabled him to hone his skills in budgeting and investment strategies.
Driven by a desire for hands-on experience in running a business, Schenker then moved into the start-up world, assuming roles at companies like clean.io and Cluster. In these CFO positions, he leveraged his M&A experience and strategic insights to drive business success, which would lead to his current role as CFO at Aditude, where he continues to apply his diverse expertise in finance and business management.
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