Early in his tenure at BNI Global, Andrew Bender found himself preparing the company’s financial package for the board. Something didn’t feel right. There were plenty of KPIs. But the connection between those metrics and financial performance was unclear.... See more
CFO Sue Vestri describes leaving institutional stability for a smaller, unproven environment, deliberately choosing exposure over security and framing the move as catalytic rather than risky. The decision is supported by visible recalibration—researching ... See more
As Ideagen scaled from roughly £50M ARR to five times that size, complexity threatened accountability. Driver helped lead a shift to a regional operating model, breaking the business into three clear regions with defined ownership. Finance redesigned repo... See more
At PlaceIQ, an unexpected acquisition inbound forced Matt Novick to deeply assess unit economics and true revenue and cost synergies. The experience reshaped his strategy: always be transaction-ready by understanding the business end-to-end, so finance ca... See more
When Procter & Gamble asked Atsushi Kitamura to move from finance analysis into running a manufacturing plant, he didn’t hesitate. “They always give me next challenge to stretch me,” he tells us. Managing one of P&G’s large diaper plants in Japan ... See more
