Cfo Thought Leader

A brief summary of this episode

A brief summary of this episode

A brief summary of this episode

A brief summary of this episode

A brief summary of this episode

Carrie McIntyre, CFO, Interstate Hotels & Resorts | Bill Korn, CFO, MTBC | Andrew Eisele, CFO, JW Player | Barak Ben-Gal, CFO, Symphony Talent |Michael Picchi, CFO, Allconnect |

A brief summary of this episode

A brief summary of this episode

A brief summary of this episode

A brief summary of this episode

Join Jeanne Prayther, CFO, e-Builder, Marty Moore, CFO, C2 Education, Carol Wood, CFO, Dizzion, Alan Haughey, CFO, ServiceMaster as they share their different experiences about entering the CFO suite.

A brief summary of this episode

A brief summary of this episode

A brief summary of this episode

A brief summary of this episode

How do you make a great hire? Buthman: You know, I had somebody ask me what my leadership philosophy was at one time, and it boils down to working hard and being nice. And so, I have a sign in my office that says, "Work Hard and Be Nice." And it doesn't mean, necessarily, hours in the day. But I think the two elements are, you got to put forward your very best effort, your very best business performance, no matter what projects you're faced with. And it means your best effort in developing yourself and trying to improve the impact that you have on an organization in the people around you. So that's when I say "work hard" I mean bringing your very best effort and being nice is about doing the right thing.  I have many examples of that it's easy when you're accelerating someone's career through an organization, but you can be nice and tell someone that they no longer have a role to play in your organization. And bring in a perspective that you're doing things that is in the organization's best interest and alw

A brief summary of this episode

A brief summary of this episode

When you entered the CFO office for the first time at Unity Technologies, what’s the one piece of advice you wish someone had given you?   Foley: We started this conversation talking about the organization that I inherited and how I've had to change that. I would've put much more emphasis earlier on systems capabilities of the company. Being a first time CFO, I came in with an observation. We need a planning team. We need a controller. We need to build that team. A year and a half into doing that, the constraint wasn't the capabilities of the team. It doesn't matter how good they are. If you don't have the systems to support them, they can't do their job. And so, I would've parallel tracked that. I would have, maybe not hired a CIO straight off the bat, but I would've hired a great director of IT and systems that understands, you know, as I said before, a great modern architecture should be, and driven that really hard and early while building the finance capabilities, so that we'd be at a point today where a

A brief summary of this episode