In 2021, Don McGuire received an unexpected call from ADP's HR leader, offering him the In 2021, ADP’s HR leader reached out to Don McGuire, then the company’s globe-trotting EMEA In 2021, ADP’s HR leader reached out to Don McGuire, then the company’s globe-trotting EMEA president, to gauge his interest in stepping into the firm’s 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 McGuire’s 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 Canada’s president—who had noticed McGuire’s strong rapport with clients during joint meetings—McGuire took a leap of faith, stepping out of his finance role and into a client services leadership position. Taking on this mission—devoid of a “C” title—was 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 ADP’s CFO role nearly 20 years later.

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.

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 today’s complex business environment.

While most CFOs climb the ranks through finance-related roles, Steinfort’s path took a significant detour—one that saw him leading a company as CEO before unexpectedly stepping into the CFO role.Steinfort’s 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 Zayo’s 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.Steinfort’s move from CEO to CFO, while rare, highlights the importance of adaptability and leveraging one’s 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.

Clemente Cohen’s finance career began in the early 1990s inside the Munich offices of Silicon Graphics, approximately 6,500 miles from the Silicon Valley company’s 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 company’s rapid growth. This foundational experience in a fast-paced, technology-driven environment would shape Cohen’s understanding of finance operations on a global scale. Over the next decade, Cohen’s 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 company’s 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.

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 world’s largest Bitcoin mining company, Khan would have undoubtedly replied, “What mining company?” 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 Khan’s ability to manage high-stakes, resource-intensive environments.Khan’s time at Occidental taught him to think strategically, manage risks effectively, and lead large-scale initiatives—skills directly transferable to the fast-paced world of Bitcoin mining. Today, as CFO of Marathon Digital Holdings, Khan’s 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.

According to CFO Kabir Shakir, when AI giant Nvidia sought to expand its alliances in India, it knew exactly with whom to partner: “They did their homework, and they tapped on Tata’s door.”This partnership, Shakir tells us, has proven to be but one of a number of alliances in Tata’s journey toward becoming “the national AI champion for all of India.” Along the way, Tata Communications received its first order of Nvidia’s technology, whose integration has since been fast-tracked into Tata’s production processes. With Tata’s 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 India’s burgeoning AI appetite to U.S. technology companies. Before being named CFO of Tata Communications in 2020, Shakir—as CFO of Microsoft India—oversaw the software developer’s finance function for all of the country, gaining deep insights into the dynamics of tech-driven growth in one of the world’s 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 Tata’s ability to deliver cutting-edge solutions, particularly as the world increasingly embraces AI-driven technologies.Tata’s 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 Tata’s ability to manage complex, large-scale operations while maintaining the highest standards of quality and reliability.These forward-leaning collaborations—such as with AI innovators like Nvidia or through sports broadcasting and Formula 1—are central to Tata’s growth strategy, driving both innovation and market leadership in our increasingly digital world.

In her role as CFO of California Bank & Trust, Chikako Tyler faced the collapse of Silicon Valley Bank—the 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 bank—ranging from specialized asset analysis to risk management—shaped 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.Tyler’s 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 & Trust’s resilience in uncertain times.

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 cost—his 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 wasn’t 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.

Doug Potvin’s 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 business’s strategic goals.Doug’s 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. Doug’s 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 Trinity’s long-term objectives.Doug Potvin’s career journey highlights the importance of seeking environments that align with one’s values and aspirations, demonstrating how a strategic shift can lead to remarkable professional growth and success.

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 mentor—or, 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 operations—preparing 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, Patriacca’s response is clear: “As early as possible.” He believes that early exposure helps finance professionals to develop a mind-set geared toward continuous improvement and collaboration. Patriacca’s career journey underscores the transformative impact of Lean thinking, illustrating its power to drive efficiency and innovation in finance.

The year 1986 was a pivotal one for Larry White’s 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, White’s 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.White’s 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.White’s 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.

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 luster—Seth Wunder told his colleagues that he never gave much thought to being anything other than an investor. “I grew up in a household and family that was focused on investing and on the growth of the markets,” 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.Wunder’s 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. “When you’re 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,” 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 company’s 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 futures—much like he aims to do for Acorns users.

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.

Josh Schenker may well be the only CFO we’ve interviewed who claims to have dropped out of high school—which 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.“I never received a diploma from my high school, so, technically, I am a dropout,” explains Schenker, who logged many hours during his high school years at his father’s 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 master’s 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 AOL’s 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.

When asked to share a single career chapter that has influenced her strategic mind-set as a finance leader, Synopsys CFO Shelagh Glaser knew exactly what to cite.She described a period that had unfolded during her 29 years at Intel Corp., when—seemingly overnight—consumer appetite for tablets had begun to upend Intel's enduring PC chips business. The initial response within the company was one of denial, she explains. Certain voices could be heard saying, "This isn't really happening" or "These tablets are just toys; we build real computers."According to Glaser, the initial reaction was akin to one the five stages of grief. However, stepping back revealed the stark reality that Intel had seemingly lost about a third of its market overnight, which translated to a dramatic 100 million units. This pivotal moment demanded urgent action and set the stage for a string of days and nights that would expose to Glaser the critical alignment required between crisis management and swift strategic decision-making."We needed to be able to describe the situation to people very quickly and answer the important question, 'What does this mean for me?,'" explains Glaser, who notes that Intel thereupon executed a 25% reduction in investment and workforce, understanding that immediate action was crucial to stabilize the business. This was followed by a strategic refocus on key growth segments, such as business professionals and gamers, which ultimately revitalized Intel's PC division. This experience embedded in Glaser the importance of making quick, informed decisions during crises, a principle she has carried into her role as CFO at Synopsys.At her present firm, Glaser applies this strategic mind-set by emphasizing efficient resource allocation and aligning investments with long-term goals. The approach she tell us ensures that every dollar spent is directly tied to strategic objectives, which fosters a culture of strategic finance that drives sustainable growth.Moreover, her tenure at Synopsys has underscored her commitment to clear communication and investor relations. Recognizing the complexity in how the business was being presented, she revamped segment reporting to clarify the company’s diverse operations. This transparency has improved investor understanding and aligned internal focus on critical metrics.

In a special Trouble Shooter episode of CFO Thought Leader, we speak with Tal Kirschenbaum, CEO and founder of Ledge. Together, we delve into his career journey and the foresight that led him to identify a significant opportunity in finance automation. Tal's path, starting from his finance education at the University of Chicago and Tel Aviv University, through various roles at Intel Capital, BCG, Facebook, and Milio, provided him with a broad perspective on financial operations and corporate development. At the core of Tal's entrepreneurial vision is a keen awareness of the inefficiencies in traditional finance operations. He identified a common challenge faced by finance teams: the reliance on manual processes and siloed systems, which often lead to increased workloads and errors. This insight spurred the creation of Ledge, a platform designed to automate repetitive tasks and streamline financial data management. Tal's experiences highlighted the critical role of AI in transforming finance functions. He emphasized that AI can address the high volume of unstructured data finance teams deal with daily. For instance, AI-driven solutions can resolve discrepancies in transaction data, such as mismatched names between bank transfers and invoices, significantly reducing manual intervention. Moreover, Tal sees AI as a powerful tool for financial forecasting. By using AI to predict outcomes based on historical data and user inputs, finance teams can move away from time-consuming manual data manipulation and focus on strategic decision-making. This shift not only enhances efficiency but also addresses the acute shortage of skilled accountants by automating routine tasks and allowing finance professionals to engage in more valuable work. In today's challenging economic environment, Tal advises finance leaders to prioritize sustainable and profitable growth. He believes that integrating AI into finance operations is crucial for achieving increased efficiency and supporting complex business operations. As the market demands more from finance teams, leveraging AI can be the key to maintaining competitiveness and ensuring long-term success.

“I see the fear of failure as being so detrimental to so many people early in their career. In people’s minds, failing is often outsized, but most of the time, the things you’re dealing with when you’re up and coming are expected to involve some failure. That’s how you learn,” reflects Eric Emans, the CFO of Nintex. Emans tell us his career was built using the power of learning from mistakes and driving an expectation-based culture in finance.In fact, Emans views failure as a critical learning tool. Starting his career in juvenile rehabilitation, Emans tell us he gained unique insights into human behavior and communication, which later influenced his approach to leadership. When Emans transitioned to finance, he was determined to understand the business holistically, not just through numbers.At Bluecore, where he first stepped into a CFO role, Emans emphasized the importance of building strong relationships within the organization. He relied on mentorship and collaboration to navigate new challenges, openly seeking feedback from colleagues and industry veterans. This approach helped him avoid common pitfalls and develop a nuanced understanding of financial operations.As CFO of Nintex, Emans has continued to foster a culture where team members are encouraged to go beyond their job descriptions. He uses the metaphor of the left hand and right hand to describe the importance of both controllership and FP&A in his leadership. “My head of FP&A and my controller need to be my right and left hand. Not only do they need to be talented, but I need to be able to speak to them about almost everything going on in the company,” he says.Emans believes in empowering his team to think critically, challenge assumptions, and bring new insights to the table. “If a finance person just hands me back the analysis I asked for, that’s great. But if they go further and provide additional insights, that’s what makes the difference between a good and a great organization,” he says.It perhaps little surprise Emans’s leadership style is driven by continuous learning. He advocates for finance professionals to engage with different disciplines, understand the broader business context, and not be afraid to make mistakes.

By the time Sandeep Aujla arrived at Intuit in 2015, he had already invested 7 career-building years as a senior finance executive at Visa, so his path to the CFO office was presumably getting shorter and shorter. Still, it would be another 8 years before he would be appointed Intuit CFO.While there’s little question that during those 8 years Aujla could have likely nabbed CFO appointments elsewhere. Certainly, many finance organizations experienced a migration of senior talent during the covid years. Aujla’s decision to stay and complete yet another tour within Intuit reminds us that the shortest path is not always the best.Aujla’s journey at Intuit began with a dual mandate: to build a forward-thinking finance team and to deeply engage in business operations. Initially, he took on the role of acting chief risk officer for Intuit’s payments business, demonstrating his versatility and strategic thinking. This early experience laid the foundation for his future contributions, as he helped to transition Intuit from being primarily an accounting software provider to representing a broader platform offering services such as payments, payroll, and Mailchimp.Aujla played a pivotal role in this transformation, co-leading the small business group and driving the strategy that shifted Intuit’s main revenue base from accounting software to a diverse array of services. His ability to adapt and innovate was crucial as Intuit evolved into a high-growth, high-margin company.Despite opportunities to join other companies, Aujla remained at Intuit, benefiting from the company’s deliberate investment in his growth. Working closely with current CEO Sasan Goodarzi and former executive chairman Brad Smith, Aujla received mentorship and leadership development that prepared him for the CFO role. This investment, coupled with his extensive involvement in strategic initiatives, ensured that he was not only ready for the role but also deeply aligned with Intuit’s vision and culture.As CFO, Aujla focuses on unlocking potential within the finance team and the broader organization. He emphasizes the importance of talent development, spending significant time recruiting, coaching, and nurturing top performers. His strategic mind-set, honed through years of navigating Intuit’s complex business landscape, well positions him to lead the company through its next chapter of growth. “You always have to be proactive in managing your career, but this doesn’t mean being impatient or expecting a linear progression. Deliver top-tier performance in your role and don’t hesitate to raise your hand for projects or roles that are outside your comfort zone. You also need patience and a willingness to play the long game. When I left Visa for Intuit, I moved to a smaller company in a different space, no longer reported directly to the CFO, and took a smaller scope than what Visa was offering me as a counter. However, I knew that the role at Intuit would expand my skills across different business models, as well as better position me to be a C-suite leader downstream. It is this focus on growing your skills, feeling your brain hurt, and delivering positive tangible impacts that becomes the differentiator.” –Sandeep Aujla, CFO, Intuit

Mark Khavkin tells us that from the very beginning of his career journey—a 2008 role as an investment professional with a European private equity firm—he was able to gain experience in board strategy, investor relations, and entrepreneurial exploration. This foundation allowed him to read boardroom dynamics from very early on and prepared him to anticipate a variety of operational perspectives that would set the stage for his path forward.Transitioning to Silicon Valley, Khavkin joined eBay’s corporate development team, where he learned to align acquisition opportunities with the strategic goals of business units and technology leaders—experience that deepened his understanding of operational management and strategic planning.A pivotal moment came when a former eBay divisional CFO who had served as a mentor invited Khavkin to join oDesk (later Upwork) as FP&A lead. This role allowed him to influence company culture and drive change from within the finance function. At Upwork, Khavkin tells us he sharpened his ability to integrate investor narratives with internal strategies, from marketing to product development. His ability to present a cohesive story from market opportunities to long-term strategy proved instrumental during the early milestones of Upwork’s IPO journey.Throughout his career, Khavkin has come to pursue experiences that would require a unique blend of investment acumen, strategic insight, and leadership impact. His journey highlights the importance of understanding both investor perspectives and operational realities, while crafting a narrative that demonstrates insight into both.