Latest / The Diary of a CFO / Working across the business as a CFO, not just inside finance

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Working across the business as a CFO, not just inside finance · The Diary of a CFO

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The path to the C -suite is rarely linear, and
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the challenges don't stop once you get there.
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I'm Wasee Akamon, and I'm taking you with me
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on my journey as a newly appointed CFO, sharing
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the hidden challenges and spoken rules and lessons
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I wish I had known. So whether you're in finance,
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work in finance, or just trying to get your budget
0:22
approved faster, there's something here for you.
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The purpose of this podcast is to make better
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leaders and help leaders be better at life. Welcome
0:31
to the Diary of a CFO. Oh, and welcome back to
0:35
another episode of the Diary of a CFO. I'm super
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excited to go over part two of what they don't
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tell you about becoming a CFO. And that is that
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you will spend most of your time talking to non
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-finance people. Now, the title is Chief Financial
0:52
Officer, right? Financial. finance. But in reality,
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you have to keep in mind that once you become
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a CFO, you are now the face of financial communication,
1:03
both internally and externally, internally with
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the other C -suite member and throughout the
1:09
company departments about where are the budgets?
1:12
Where are we going? And externally with people
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like the board, investors, funders and the like.
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So you have to be able to master how to simplify
1:23
complex concept, how to make them clear, actionable.
1:27
For that, you will have to know how to adapt
1:30
to different audiences by understanding their
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motives and their perspectives. Now, this is
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where I think people who are business partners
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or in FP &A have an advantage over accountants
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and people who are in the controllership pipeline.
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Here's why. When you're in financial planning
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and analysis, FP &A, by default, at least 50
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% of your time is probably spending with people
2:00
outside of finance and accounting because you're
2:03
helping them putting their budget together, working
2:06
on their forecast, helping understand the trends
2:09
in their numbers. So you already used to some
2:12
of that, that is to break down complex financial
2:15
concepts for them to understand you are probably
2:18
communicating with a head of sales, somebody
2:21
in operations or in supply chain and helping
2:24
them put together the budget and their forecast.
2:27
So they can in turn be able to better plan their
2:31
numbers for the coming years. Now, when you're
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in accounting, This is where I think controllers,
2:37
accountants, when they want to become CFOs and
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be in finance leadership at higher level in their
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organization, that even CAO of VP of finance,
2:46
VP of accounting, you have to do the extra work
2:50
because in your daily routine, this is not part
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of what you do. For example, because I've been
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a controller for quite some time. You are a controller,
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you're talking to auditors, internal or external,
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which means that you are explaining technical
3:05
stuff to technical people that are in your field.
3:08
So they get it. You actually expected to know
3:11
the technical accounting side. And so you talking
3:13
technical accounting to people that are in technical
3:16
accounting. So great. You don't have to explain
3:18
what is a reserve. You don't have to explain
3:20
what's the ASC standard. Actually, you may even
3:23
feel smart about being able to understand that
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ASC 606 is about revenue recognition. OASC 842
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is about how you do leases. You know, the latest
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technical guidance, and it may impress your finance
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and accounting people, but it will not impress
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a CEO or somebody on the board because that's
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not what they're looking for. When you think
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about the CFO level, VP of Finance, that will
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not impress anybody. You will confuse them. And
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that is not the point. As a CFO, you are reporting
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typically directly to the CEO. And CEOs often
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comes from COOs positions. Even though now we
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say most CFOs are stepping into those roles,
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but traditionally they may come from investment
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banking. They can come from sales and marketing,
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from operations. So a lot of CEOs are not coming
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from finance and accounting background. And that
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is even if you work in a financial services industry,
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that is just how it is. So they will not come
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and help you solve your revenue recognition problem.
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They're trying to understand where is the company
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going. And so you have to adapt. You have to
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adapt in how you are leading and communicating
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with non -financed people. It has to become second
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nature because you will likely spend more time
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with non -financed people the higher you get
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in the hierarchy of your organization. How can
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you start preparing now? Because that is often
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what is the main obstacle when you're trying
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to break through certain ceilings in your career
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is understanding that Some of the things that
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help you get to where you are may not be enough
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or may not be the right thing that will help
5:05
you move ahead. So yes, for example, when you
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knew all these excels formulas as FB and the
5:14
analyst, and you were able to build all this
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scenario. All these skills maybe got you promoted
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to senior financial analyst or senior finance
5:22
manager. Now to break into director of finance,
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VP of finance, you have to master storytelling,
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not just complex Excel scenario and all that.
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You have to be able to break it down, put it
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in stories that will resonate with the people
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who need that information for decision making.
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Same thing for accounting. Maybe you knew how
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to do prepaids. Maybe you knew how to do all
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these accruals, how to do the formulas to tie
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to the GL, how to reconcile your sub ledger.
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You knew all that. And that probably got you
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promoted to maybe accounting manager. Now you're
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looking for director of accounting, controller,
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VP of accounting, CAO role, CFO role. And now
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you realize that all this technical knowledge
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you knew was great. It got you a certain point,
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but now you feel stuck. Because you may not be
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understanding what you need to go to the next
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level. And one of them, whether you came through
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the FP &A route or through accounting, is that
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you have to understand and start getting ready
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for spending most of your time with non -financed
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people. I'll give you a few examples of things
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that you can do and start doing so you understand
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and you start building those communication skills,
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storytelling. skills so that you can be comfortable
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whenever you place in those type of situations.
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So for example, let's say you are communicating
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with the chair of the finance committee. Do you
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know what a finance committee is? Hopefully yes,
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if not Google. Because within a board of directors,
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there are different committees, typically. The
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ones that the CFOs tend to work with is the finance
7:04
committee or the audit committee, depending on
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the size of the company. They are tasked to review
7:09
the financials. and they are focused on ensuring
7:12
compliance, long -term sustainability, and risk
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management. So some of their concerns typically
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revolve around things like, are we liquid enough
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to meet our short -term debt? Are we allocating
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our resources wisely for the future? Are there
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any red flags in those financial statements that
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get us in trouble as we look into the future
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and the strategic plan? Sometimes the chair of
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your finance committee may not even have a finance
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and accounting background. They may not have
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one and still be your chair, which means you
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won't be able to come in. And again, think that
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you can talk technical stuff to a technical person.
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You will have to break down that technical jargon
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to them. And you also have to articulate your
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ideas. So you're not too much in the weed. They
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get the big picture of what's going on and you
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also addressing. The concerns that they may have.
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So let's say you're presenting this quarter financial
8:11
statement to them. You always want to start with
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a high level executive summary. I actually script
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mine. I come in and I'm ready to say, this is
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at a high level without even any numbers in that
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first one or two sentences. I'm not quoting any
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numbers. I just giving them the high level summary
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and it could look at something like this. We
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are maintaining strong cash reserves despite
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some fluctuations in revenue, and we have enough
8:38
liquidity to meet our coming obligations. What
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I just said, I didn't say anything about numbers,
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okay? But I addressed some of their concerns,
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which is, yes, there may be a dip in revenue.
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But we have strong cash reserves, so we are not
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worried about liquidity, even though the revenue
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this quarter went down. So however you want to
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say it, you just have to keep in mind that you
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don't want to get too deep in the weed, you don't
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want to get too deep into actual numbers to the
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penny, but you want to be able to give them that
9:11
high level view before you dive in and present
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your financials. Use language that is clear.
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and show that you consider their priorities without
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overloading them with data. So I'm always very
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careful about the number of numbers I use in
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my communication with the board or with high
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level executives. I weigh 50 % down. What are
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the top numbers they need to know? They don't
9:37
need to know every single variance number on
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your P &L. They just need to know the top things
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that will allow them to make the top decisions.
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Another example is trying to explain financials
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when investor or funder. A funder or an investor,
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they're concerned about profitability. They're
9:56
concerned about things like, how quickly can
9:59
I expect returns? Is your company positioned
10:02
to grow? And how well are you using the funds
10:04
you already have? Like how well are you using
10:06
my money? Okay. That's when they want to get
10:08
deep into what's going on here. Always want to
10:11
start with a high level executive summary. So
10:15
something like, Hey, This quarter's profitability
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is slightly down due to increased marketing spend,
10:22
but it's driving significant customer growth
10:24
in the next two quarters. You're basically saying,
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yes, our P &M may look wacky because we're spending
10:30
too much on marketing, but trust and believe
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that this will be felt in the coming quarters.
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However, you are comfortable talking to them
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because again, different investors, different
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areas, you could talk differently, use different
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terms, but... The idea is the same, is about
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providing a high -level executive summary before
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you dive in. And again, don't dive in too deep
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in your business. Because at the end of the day,
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you want to be able to read the room. You want
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to be able to anticipate the questions that are
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going to come from non -finance people, because
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non -finance people do not think like finance
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people. In an organization, we typically not
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rewarded the same. Our pay packages are not even
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the same. The way a salesperson is compensated
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is different than the way somebody that they
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consider in the back office position, like an
11:20
HR accountant are compensated. So we coming from
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different, different angle. And you have to understand
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when you in finance and accounting, there is
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another layer we often don't talk about. In our
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finance and accounting education, There is little
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to nothing about customer service, soft skills,
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sales, marketing, psychology. Think about it.
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If you had a degree in accounting and finance,
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how much time did you spend learning about soft
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skills? Sometimes I look back and I'm like, Oh
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man, I want my money back from all these degrees,
12:03
all these letters behind my name. Because in
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none of them did I learn about communication,
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storytelling, like I need at this stage of my
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career. A lot of it is learned outside of your
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traditional degree. On the CPA exam, on the CMA
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exam, there is nothing about, oh, this is how
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you do storytelling. On the CPA exam, it's how
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you can write a technical memo about a technical
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situation using the technical guidance you just
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learned. It's technical, technical, technical.
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And then you get into a point where now, as you
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are getting ahead in your career, you don't need
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all these technical skills because likely you
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will have people you can hire with those technical
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skills. If you are a CFO, came from the FP &A
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route, you will likely hire a great CPA to be
12:51
your controller. Highly technical, they can handle
12:53
it. Because again, you will be spending your
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time anyway with people who are... outside of
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finance and accounting, and you have to start
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being ready for that. Now, how do you get ready?
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Knowing that something like the CMA, the CPA
13:10
may not necessarily help you with the kind of
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soft skills you will need in this area. For me,
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it really started with understanding business
13:19
operations. In my career, I learned it, if I
13:24
can say, accidentally. I'm an extrovert. Got
13:27
into accounting, realized most people in accounting
13:30
are introverts. Didn't know that. And so I always
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found that the people in the sales and marketing
13:37
team were more fun, quote unquote. And so I would
13:41
just naturally want to go for lunch with them.
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I would just go and sit with people that are
13:46
in sales and marketing or software development.
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And we'll start talking. You know, you're having
13:50
lunch, you're talking about life, but you're
13:51
also talking about work. What's on their plate?
13:53
What is it like to be in marketing? What kind
13:55
of projects are you working on? And in doing
13:58
that, I realized that I was becoming a better
14:01
business partner because I could speak their
14:03
language, understand their concern and understand
14:05
how when they ask something from accounting,
14:08
this is what they're looking for. This is why
14:11
they need it. And so what I was providing was
14:14
much more valuable than someone who didn't spend
14:17
time with them. So even when they asked for something
14:19
like, what do they want? And you're going through
14:21
multiple iterations when, when you spend time
14:24
with them, you quickly. understand what's going
14:27
on. My advice will be, regardless of if you're
14:31
FP &A or in traditional accounting, like a staff
14:35
accountant, senior accountant and the like, shadow
14:38
other department. Start connecting with people
14:41
outside of finance and accounting. You want to
14:43
have friends in HR. Even if it's not the HR department
14:46
and your company, you want to find, there is
14:49
LinkedIn, there is different events that you
14:51
can go to. Okay. You don't have to go to just
14:53
finance and accounting conferences. There are
14:55
a lot of good stuff that you can attend. If you
14:57
are in the manufacturing industry, attend a manufacturing
15:02
conference. Even if you're in finance and accounting,
15:04
understand where the business is going. These
15:06
are the things that will help you connect better
15:08
and be more comfortable with people who are not
15:11
necessarily in finance and accounting. Because
15:14
your CEO likely Will not be an accountant or
15:18
somebody who came from finance. Most CEOs come
15:22
from COO positions or sales or marketing. We're
15:26
seeing more CFOs becoming CEOs, but that's not
15:28
standard. Okay. You will not have a boss who
15:31
understand technical accounting. You will not
15:34
have a boss when it's a technical finance and
15:37
FPNA modeling and all that stuff. But they need
15:40
you to be that person who will filter through
15:43
all these numbers and tell them what they need
15:45
to do. what they need to know for the situation
15:48
at hand. So that's one thing. You want to build
15:52
a solid understanding so you're more comfortable
15:54
about that. The other thing you want to do is
15:58
building a personal board of directors. I cannot
16:02
emphasize it enough. I learned about the concept
16:07
of personal board of directors, and you can Google
16:09
it to learn more about it, but I learned it from
16:12
the book by Janine Brown called Unstuck and Stoppable.
16:15
Because I always thought, okay, you had one mentor
16:18
and that was typically somebody in your field
16:21
and you wanted to be like them when you grew
16:24
up or whatever. A personal board of director
16:26
is having a group of people that are really speaking
16:30
into your life and helping you accelerate your
16:33
career. They can help you see the blind spot.
16:36
In my personal board of director, for example,
16:39
half of them are CPAs. I have an executive coach,
16:42
a retired CPA. But I also have people like a
16:45
lawyer who's now a CEO, supply chain. Being able
16:49
to talk to people like that once or twice a year,
16:52
one -on -one, in an informal setting, has increased
16:56
my knowledge and accelerated my career in ways
16:58
I couldn't even imagine. For example, one of
17:02
my personal board of directors I always talk
17:04
about is Carol Norton. Carol used to be on the
17:08
board of the company I worked for, and that's
17:10
how we met, actually. She's a CEO and I wasn't
17:14
a CFO at the time and I asked her, I said, I
17:16
know you're a CEO and you have a CFO reporting
17:19
to you. I know you're a lawyer and so I know
17:22
that you don't know finance and accounting like
17:25
your CFO and yet you're their boss. How do you
17:29
lead someone who knows more than you in a critical
17:32
area? And so being able to have those type of
17:35
conversation is so enriching. It's amazing, really.
17:39
It's a major way to accelerate your career in
17:43
ways that are just incredible. It helped me so
17:47
much. I can probably do a whole episode about
17:49
that. But you want to be comfortable with people
17:53
that are not in finance, with people that are
17:56
not like you, that do not think like you. Because
18:00
if everyone around you thinks like you, when
18:02
you will be placed no conversation, you'll be
18:05
very uncomfortable. You'll be very uncomfortable
18:08
because again, that is working outside of your
18:11
comfort zone. And that in itself is a muscle.
18:15
Working outside of your comfort zone is a muscle
18:18
you can build. Communicating with people that
18:22
are not in finance when you are in finance is
18:25
being outside of your comfort zone where you
18:27
realize that, hmm, I'm saying this and not getting
18:31
it. It's probably because I'm not explaining
18:33
it like they would understand it. Once you know
18:37
that that's what you will be faced with, like
18:40
spending most time talking with non -finance
18:43
people, you can then start working on those skills.
18:46
You can start learning more about the business
18:49
operations, not just the finance numbers, not
18:52
just how the financial statement come together,
18:55
or, oh, we have to close by business day five.
18:58
You will know what's going on in the stories
19:00
behind the numbers that you are presenting and
19:04
predicting. Having a personal board of directors
19:07
will also help in those conversations. And then
19:11
third is what I said earlier, building the muscle
19:17
of working outside of your comfort zone. Working
19:22
outside of your comfort zone is a muscle. It's
19:26
something that the more you do, the more comfortable
19:28
you are and the scariest thing you can do while
19:31
scared. It's amazing. So in my case, one thing
19:36
that I didn't realize until recently was why
19:40
am I so comfortable doing scary things? Like
19:44
starting this podcast. Like really, Wasee? Have
19:47
you seen your job description? Do you have time?
19:50
Well, I make time. Because again, I want... to
19:54
keep building and strengthening that muscle of
19:58
working outside of my comfort zone, because that
20:02
is really what a CFO does on a day to day basis.
20:07
CFOs do not always have all the information.
20:12
There is no way you always have all the information
20:16
that you always know everything that's going
20:19
on. And yet. You have to make decisions when
20:25
you only know maybe 70, 80 % of the data. You
20:29
cannot wait to have 100 % of the information
20:32
before talking about it. You have to be able
20:36
to do decision making under pressure and under
20:37
uncertainty because that's where most of your
20:41
time will be spent on helping solve problems.
20:46
That's really what it is. That's why you'll be
20:47
dealing with people that are outside of finance
20:50
and accounting. It's all those things that your
20:54
technical skills won't really help you with.
20:57
You need to be comfortable. You need to build
21:00
that muscle. So how did I build my muscle of
21:05
working and operating outside of my comfort zone?
21:10
For me, a big one was when I came to the United
21:15
States. So my first language is French. I grew
21:19
up in a former French colony, Ivory Coast, from
21:23
the time I'm born to the time I graduate from
21:26
high school. Everything is in French. Elementary
21:29
school, I did some classes, starting in middle
21:33
school, taking English. So I knew how to read.
21:35
I didn't know how to speak to someone else. Right?
21:40
Because again, you in Africa. You know, your
21:43
English is weird, especially in the French speaking
21:47
country. And that's where you learn English.
21:49
Okay. Great. So it wasn't until I came here that
21:53
I had to operate in a different language. And
21:57
that was operating outside of my comfort zone.
22:00
Whenever I'm talking, even now, because I am
22:04
speaking in a different language, I am operating
22:06
by default outside of my comfort zone. I'm vulnerable.
22:11
And I'm used to it. And so for me, when you bring
22:14
another challenge, I'm like, shoot, if I could
22:16
learn this, I can learn that. Sure. Let's do
22:18
it. And so operating outside of my comfort zone,
22:22
that muscle had been working for the past two
22:24
decades being here. It's been working hard. And
22:28
then understanding that English is not my first
22:32
language. I'm like, Ooh, I need to get better
22:33
at speaking. So guess what I did? I became a
22:36
speaker. Really Waseya? Yes. Because to me, you
22:41
have to confront your fears, and then it's easier
22:45
to conquer them. If you do not confront them,
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how would you conquer them? Yes, I decided to
22:51
become a speaker. I'm a speaker. I speak at different
22:54
events. And now, speaking at this podcast with
22:57
my beautiful Mike, we're having fun. And I'm
23:00
able to share my knowledge and not letting, oh,
23:03
I don't speak English as my first language be
23:05
a barrier to what I want to do. Same thing. Being
23:09
a CFO is what I want. I need to start building
23:12
my muscle because I will be placed in situations
23:15
where my education may not have prepared me for
23:17
this. My background may not have prepared me
23:20
for this. But because I build the muscle of operating
23:25
outside of my comfort zone, it's now easier to
23:29
do it. You are able to embrace it, to confront
23:32
it, to conquer it. So I'm all about... understanding
23:36
what's needed way ahead of time so you can prepare
23:39
yourself now to conquer it. I want this podcast
23:43
to be all about for me to be able to share, Hey,
23:46
this is coming up. They're not telling you this,
23:49
but now that you know, you can better prepare
23:52
for it. And for me, whether it's understanding
23:56
the business better so that it's easier for you
23:59
to understand what non -finance people come from,
24:02
their perspectives, and you can adapt. your communication
24:05
to them, building a board of directors so that,
24:09
Hey, I'm used to connecting with people like
24:12
that. I'm able to learn from different angles,
24:16
informal settings. And then third, what am I
24:20
doing to get used to operate outside of my comfort
24:24
zone? Because that's really at the end of the
24:26
day. That's a lot of what you'll be doing. Operating
24:29
outside of your comfort zone. Being in marketing
24:31
meetings and talking about marketing strategy
24:34
and like, shoot, I didn't even do marketing in
24:36
college. What is this? But you do finance voice,
24:39
you will be in those rooms. Or you'll be with
24:41
IT. Hey, what am I doing here? I don't even know
24:44
how to code. Doesn't matter. Cyber security.
24:47
You have to be careful. You have to know what's
24:50
going on. There is AI. You have to know what's
24:52
going on. We don't have all the information.
24:54
Doesn't matter. Once you start being used to
24:58
operate outside of your comfort zone, all these
25:01
things become doable, become attainable. And
25:06
so my challenge to you today is how will you
25:12
strengthen your muscle of operating outside of
25:15
your comfort zone? You don't have to necessarily
25:17
go and learn another language, but what are you
25:19
going to do to put yourself out there? Something
25:22
that you may not be comfortable doing that's
25:24
weird. Couple years ago for me was posting on
25:27
LinkedIn. I was like, Oh my God, I'm going to
25:29
post something and people think I'm stupid or
25:33
what is this? Now I have over 25 ,000 followers,
25:38
but yes, making that first post. I was scared
25:40
as who you have no idea. I went through three
25:46
LinkedIn courses. I spent money on the LinkedIn
25:49
coach and all that. I wasn't even posting. But
25:54
I did all these things, but yet it took me about
25:56
a year. But then I was like, yes, I'm going to
25:58
post. And I did. And same thing with this podcast.
26:02
Am I scared of putting myself out there like
26:05
this and my ideas? Absolutely. But again, I'm
26:09
building my muscle. And at some point you have
26:11
to realize, well, I don't care what people are
26:13
saying, I'm building a muscle I need. I'm getting
26:17
comfortable at something I need to be comfortable
26:19
with. And that is by itself an amazing thing.
26:23
All right. So let's wrap up this episode. Yes.
26:27
Oh, oh, you wanted more. I understand me too,
26:31
but there's part three. There's part three. Okay.
26:33
We talked about how you will spend most of your
26:35
time talking to non -finance people because you
26:39
have a top finance leader. You will be the face
26:41
of the financial communication of your company,
26:44
both internally with other department and externally
26:47
with the board, investors, funders, et cetera.
26:51
Having that in mind. You should start building
26:55
a solid understanding of the business. You should
26:58
build or extend your personal board of directors
27:02
and make sure it's as diverse as possible in
27:06
terms of gender, ethnicity, background, degree,
27:11
all that. And third, you're going to do something
27:15
that will help strengthen your muscle of operating
27:19
outside of your comfort zone. I cannot wait to
27:23
hear about number three, because building a solid
27:26
understanding of the business operations, having
27:28
a personal board of directors, you may have already
27:32
identified people that yes, I should connect
27:34
with them more. But the third one is the one
27:37
I want to hear about. So please email me or send
27:41
me a DM to tell me what you are going to do to
27:45
strengthen. that muscle if you haven't realized
27:48
that you needed it. What are you going to do?
27:50
Scared. What are you doing that's exciting and
27:54
yet scary? I'm already doing this podcast and
27:57
a lot of other things as you know. But what are
27:59
you going to do? Because one thing that's for
28:01
sure is whenever that muscle is strong, you have
28:05
so much confidence. A challenge may come and
28:07
you're like, yeah, I got this. I did this before.
28:10
It reminds me of a story in the Bible of David
28:14
went against Goliath and he was like, yeah, I
28:16
killed a bear. Shoot, I can do this. Same thing.
28:20
When you have been able to climb a mountain or
28:22
do something crazy, it actually has a ripple
28:25
effect in other areas of your life. And you're
28:27
able to say, yeah, I did this. I can do this
28:30
too. I can do this too. I have the confidence
28:33
I need to tackle this new challenge. That's my
28:37
challenge for you. Let me know and I cannot wait
28:40
to hear about it. This is a diary of a CFO. If
28:43
there's any other topics you would like for me
28:46
to cover, please do not forget to send it at
28:49
ask at the diary of the CFO dot com. Again, you
28:52
can email me at ask at the diary of a CFO dot
28:57
com. That's it for today. See you next time.
29:00
Cheers.