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CFO THOUGHT LEADER: Daily Summaries Delivered
by The Future of Finance is Listening
CFO THOUGHT LEADER is a podcast featuring firsthand accounts of finance leaders who are driving change within their organizations. We share the career journey of our spotlighted CFO guest: What do they struggle with? How do they persevere? What makes them successful CFOs? CFO THOUGHT LEADER is all about inspiring finance professionals to take a leadership leap. We know that by hearing about the successes — (and yes, also the failures) — of others, today’s CFOs can more confidently chart their own leadership paths across the enterprise and take inspired action.
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- 4 days ago50 min
1189: Why Finance Should Lead with “Yes, And” | Bruno Annicq, CFO, Wellhub
A conversation from years earlier still stands out to Bruno Annicq. While working at AOL, he was supporting business leaders and helping tell the story of the business through data and analytics. Then a senior executive, Holly Hess, approached him with an unexpected suggestion: Why not become the CFO of AOL’s platforms business?Annicq’s reaction was immediate. “Wait, me? Are you sure?” he recalls. Until that moment, he had never envisioned himself as a finance leader. Hess, however, saw something different—a broad skill set developed through engineering studies, consulting at McKinsey, and operational leadership roles inside AOL.That willingness to build capabilities outside a traditional finance path has shaped Annicq’s career. He studied engineering not because he intended to become an engineer, but because he believed the skills would prove useful later. After McKinsey, he deliberately sought operational experience, joining AOL during a period of significant change that included Verizon’s acquisition of the company and AOL’s involvement in the Yahoo acquisition.Those experiences reinforced lessons about adaptability and uncertainty. They also sharpened a principle he continues to emphasize today: distinguishing the “important” from the “urgent.”As CFO of WellHub, Annicq applies that mindset to forecasting and capital allocation. Seeking greater precision, his team reimagined its forecasting process using multiple models inspired by the Windy weather application. The effort improved forecasting accuracy from roughly 10% error to 2%, Annicq tells us. More recently, the team expanded those capabilities with AI-powered tools, enabling greater forecasting depth across markets and customer segments.For Annicq, finance’s strategic value is clear: better information creates the confidence to invest, move faster, and help the business grow.
- 1 weeks ago54 min
1188: Testing Assumptions Before Burning Capital | Kevin Hettrich, CFO, QuantumScape
Kevin Hettrich walked into a conference room with a whiteboard full of numbers and a problem no one had fully articulated. QuantumScape’s leadership team was discussing how to scale an expensive R&D tool used to produce early battery materials. Hettrich had spent two weeks gathering data, talking with engineers, and analyzing manufacturing economics. Then he laid out the comparison: QuantumScape’s current performance, the best anyone had achieved in any industry, and what would ultimately be required to succeed in automotive production. There were “six orders of magnitude” separating the industry benchmark from what the company would eventually need, Hettrich tells us.That moment became an early proving ground for a finance leader who had entered QuantumScape from a background shaped by McKinsey & Company, Bain Capital, and Stanford’s joint business and engineering program. Rather than staying confined to finance, Hettrich immersed himself in the company’s technical environment. He tells us he would contribute to at least one patent application each year and spent time “changing targets out of that tool” and mixing chemicals alongside engineers.The broader strategy behind QuantumScape has remained equally ambitious. The company’s goal is not incremental improvement, but batteries that are “smaller and lighter,” “faster charging,” “longer lived,” “safer,” and “lower cost at the same time,” Hettrich tells us. Today, the company has commercial partnerships with Volkswagen and collaborations with Corning and Murata Manufacturing as it works to commercialize its solid-state battery platform.
- 1 weeks ago47 min
Bonus Replay: Building Luxury Growth Without Losing Financial Discipline | Paolo Poma, CFO, Lamborghini
In early 2009, Paolo Poma found himself navigating what he recalls as a “really tough” period. At the time, he was helping steer Ducati through a leveraged buyout negotiated before the collapse of Lehman Brothers. Debt obligations had arrived just as markets were “plummeting,” Poma tells us, while lenders closely monitored covenant compliance and private equity owners pressed ahead with the deal.Poma remembers sitting with bankers and shareholders through repeated discussions about liquidity, budgets, and cash generation. “Planning cash was crucial because covenants on cash were really tight,” he tells us. The experience forced him to balance operational performance with financial discipline while uncertainty spread across global markets. Ducati ultimately avoided breaking its covenants, Poma tells us, and the period became one of the defining stretches of his finance career.The challenge also reinforced the leadership style that would later shape his tenure at Lamborghini. Trained originally as an engineer, Poma tells us he built his finance career by combining analytical rigor with business understanding. He later expanded his responsibilities from controlling to investor relations, treasury, and accounting before formally becoming CFO in 2011.Today, that long-view mindset influences how he approaches Lamborghini’s growth. The company grew from roughly €200 million in revenue to nearly €2.4 billion over the last decade, Poma tells us, while maintaining a focus on profitability, product discipline, and sustainable expansion.
- 2 weeks ago59 min
Bonus Replay: Building an Early Warning System | Patrick McClymont, CFO, Hagerty
Patrick McClymont still remembers the moment at IMAX when the numbers began moving in the wrong direction. Hired to help drive external growth through acquisitions and partnerships, he instead found himself sitting with CEO Rich Gelfond building what he calls an “early warning system.” Together, they agreed to monitor the next three film titles and “hold ourselves accountable” to a short-term scorecard, McClymont tells us. If the numbers shifted further, strategy would have to shift with them.That experience reinforced a lesson McClymont carried from his earlier years at Goldman Sachs and into multiple CFO roles: “the numbers don’t lie,” he tells us. Before Goldman, he worked in real estate development, where he learned to “boil it down to the numbers” and find clarity quickly. At Goldman, advising transportation giants including UPS and major airlines exposed him to CEOs and CFOs navigating large-scale operational complexity.When he joined Sotheby’s as CFO, however, McClymont discovered that financial fluency alone was not enough. The art specialists running major parts of the business “didn’t think about the world the way that Goldman Sachs people do,” he tells us. Rather than force financial terminology into conversations, he changed his communication style, using “brown bag lunches” to connect financial priorities with the realities of individual business units.Today at Hagerty, that same mindset shapes his focus on customer economics, profitability, and building “one version of the truth,” he tells us.
- 2 weeks ago43 min
1187: Pattern Recognition: How CFOs See Around Corners | Alex Chun, CFO, NEOGOV
Alex Chun already knew the management team at NEOGOV long before he became its CFO. As an investor at Warburg Pincus, he spent more than four years “in the trenches” with NEOGOV’s leadership team, flying to Los Angeles to work through operational challenges alongside them, Chun tells us.His path to finance leadership did not begin in accounting or FP&A. Instead, Chun spent nearly a decade evaluating companies at Morgan Stanley, General Atlantic, and Warburg Pincus, developing what he calls “pattern recognition” by analyzing “dozens, if not hundreds” of businesses, Chun tells us.That investor mindset now shapes how he leads finance. After joining NEOGOV in 2021, Chun focused on transforming finance into the company’s “centralized insights engine,” bringing quantitative discipline beyond the finance department and into sales, customer operations, and product decision-making, Chun tells us.He contrasts the polished presentations of boardrooms with the reality of operations, where even changing the pricing of a product can require “90 steps” across multiple teams, Chun tells us.Today, Chun is equally focused on AI’s impact across the business. At NEOGOV, teams are using AI to analyze customer conversations, automate workflows, and rethink scalability itself, Chun tells us.
- 3 weeks ago51 min
1186: Keeping the Applause in Check | Adam Goldbruch, CFO, DoorLoop
Adam Goldbruch still remembers the celebration. In 2017, he stood inside a Tel Aviv startup office while employees cheered a milestone: a Disney princess quiz had generated “2.8 million page views,” he tells us. Champagne circulated as the founder delivered a visionary speech about changing communication through content.At the time, Goldbruch was young enough to be swept up in the excitement, but skeptical enough to question what those metrics truly meant. Three years later, he found himself in the same company leading cost reductions and layoffs after realizing the celebrated KPI had not translated into sustainable value, he tells us.That experience shaped the finance philosophy he carries today as CFO of DoorLoop. Goldbruch’s career began in construction finance, where he learned unit economics by seeing how materials and labor translated into physical buildings, he tells us. He later built FP&A functions across startups, private firms, and public companies, experiences that taught him how to identify the operational “ropes” that actually move a business forward.At DoorLoop, that mindset surfaced again when leadership considered several new monetization initiatives. Rather than chase immediate revenue, Goldbruch modeled one-, three-, and five-year outcomes and concluded the company should focus on expanding the number of property units served, he tells us.For Goldbruch, finance leadership is not about celebrating vanity metrics. It is about identifying the measurements that compound value over time.
- 3 weeks ago40 min
1185: Scaling Smarter in the AI Era | Sarah Riley, CFO, dpt Labs
When the pandemic began reshaping the world in early 2020, Sarah Riley was helping guide finance at Zoom through an unprecedented surge in demand. “You could see the volume of Zoom almost spiking up by the regions that were going into shutdown,” Riley tells us. What followed was unlike anything most software companies had experienced before. During her four years at Zoom, the company expanded from roughly $200 million in ARR to $4 billion, Riley tells us. At one point, Zoom spent nearly half a billion dollars on AWS infrastructure costs it had not anticipated, she explains.For Riley, the experience fundamentally reshaped how she viewed finance leadership. Rather than becoming fixated on gross margin guidance or traditional planning cycles, she says the finance team had to continually reevaluate the “strategic heart” of the business as Zoom evolved from an enterprise software company into a platform supporting schools, consumers, and businesses worldwide. “Forecasting and discipline comes second” in moments of extraordinary change, Riley tells us.That mindset now informs her role as CFO of dbt Labs, where she oversees finance, accounting, and data operations while helping guide the company through its merger with Fivetran. Riley says today’s defining challenge for software businesses is balancing legacy operating models with the realities of AI-driven transformation. “You need to balance that with how do we make sure that we’re investing aggressively enough in capturing what our user base is turning into,” she tells us.
- May 6, 202657 min
1184: From Deal Sheets to Operating Seats | Rick Hasselman, CFO, Salesloft
Rick Hasselman recently boarded “a moving train,” describing his arrival at a newly merged SalesLoft and Clari business as both complex and energizing. Just a month and a half into the role, he is already immersed in integrating a $300 million-plus revenue company, he tells us.That early moment captures a defining pattern across Hasselman’s career: a willingness to enter dynamic environments and impose structure where complexity dominates. At SalesLoft, that means unifying systems, aligning data, and translating operational activity into actionable insight. The merged platform combines sales engagement, forecasting, and conversational intelligence—capabilities that, when integrated, allow teams to “become smarter and smarter on what the next best activity is,” he tells us.But for Hasselman, integration is not just a technical exercise—it is a strategic opportunity. As he explains, bringing together two organizations creates a chance to rethink workflows entirely. Processes that once took “three or four days” can be redesigned to take one, he tells us. This mindset reflects a broader approach: finance as an enabler of operational clarity and efficiency, rather than a function limited to reporting results.At the center of this effort is data. Hasselman emphasizes that combining systems—from ERP to CRM—requires precision, but also unlocks new possibilities. By connecting internal data with external AI capabilities, the platform can extend its value beyond its own boundaries, he tells us.For Hasselman, the challenge is clear: unify, simplify, and position the business to act faster—turning complexity into a competitive advantage.
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About CFO THOUGHT LEADER
CFO THOUGHT LEADER is a podcast featuring firsthand accounts of finance leaders who are driving change within their organizations. We share the career journey of our spotlighted CFO guest: What do they struggle with? How do they persevere? What makes them successful CFOs? CFO THOUGHT LEADER is all about inspiring finance professionals to take a leadership leap. We know that by hearing about the successes — (and yes, also the failures) — of others, today’s CFOs can more confidently chart their own leadership paths across the enterprise and take inspired action.
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