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< Intro >

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– Welcome to Count Me In.

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In today's episode, we are excited to
have Alissa Vickery back on the show.

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Alissa is the Chief Accounting Officer,

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Senior Vice President, Accounting
and Control at FLEETCOR.

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Alissa, who served as the
interim CFO at FLEETCOR

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shares her experience
stepping into the role,

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navigating the transition, and
balancing multiple responsibilities.

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She discusses the importance
of building a strong team,

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seeking advice from mentors and auditors,

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and effectively communicating
with peers and leaders.

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She candidly shares her success
stories and learning opportunities,

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during her time as the interim CFO.

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Lastly, Alissa reflects
on how this experience

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has shaped her career trajectory,

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and emphasizes the importance
of being a business partner

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within the finance leadership role.

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Keep listening to hear
Alissa's insights and advice.

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Let's get started.

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< Music >

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– Well, Alissa, we're very
excited to have you back

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on the Count Me In podcast.

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And today we're going to be
talking, a lot, about your role,

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how you served as an
interim CFO at FLEETCOR

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And, so, to start off, maybe, you
can briefly describe your experience

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as an interim role and what
were your main responsibilities?

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– Sure, so I guess I'll back it up a minute,

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when you get asked to sit
in that kind of seat,

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even on an interim basis, it is
quite overwhelming and humbling,

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all at the same time.

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And, so, after serving in various roles
in the finance sector here at FLEETCOR

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over the last 12 years, stepping into
the role and the responsibilities,

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and I'll just call it the weight of the position

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was, quite frankly, a moment
where for me, professionally,

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I had to really look in the mirror
and say, "Okay, I can do this.

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I'm ready, I can accomplish what my
leaders are hopeful that I can accomplish."

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But in terms of what prepared me for that,

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I think it's the experience
of being on the journey

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of the FLEETCOR trajectory
over that 12-year cycle,

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and holding various roles
throughout the organization.

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But always in a global capacity,
and always in the interest of,

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I'll call it the overall finance good.

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Whether it's helping with a deal

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and making sure that
we're thinking through

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the risks and rewards appropriately,

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working on valuation,
thinking about internal audit.

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It's really those experiences that prepared
me to be able to step into the role

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in that moment, at that time, whether
anticipated, unexpected, whatever.

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And, so, it was quite the
opportunity, at that time.

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– Yes, I can imagine the weight
of stepping, into something like a CFO.

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Because if you're not used to that,
if you've never been in that role,

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there's a certain level of responsibility

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that is on your shoulders, all of a sudden.

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Like one day you're not, and
then the next day you are.

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So it's a big transition.

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How did you navigate that
transition to that new role?

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– I would say I spent as much time

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as I could with my outgoing
CFO, that was step one.

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Talked a lot with HR around how to
navigate the executive ranks, if you will.

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I was already in the room, but having
the CFO hat was a very different hat.

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And then I would say getting
advice from both of those parties,

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as well as my external auditors.

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Who were already, I'll call it
trusted business partners,

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as we navigated forward,
and just trying to be,

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quite frankly, as prepared as I could be.

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But then also have the chats with my CEO,

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to understand exactly where
he wanted me to focus.

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Because I knew that it would be
challenging to be all things to all people.

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I already know that in my
personal life/professional life.

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You can't do all things
excellent, at the same time.

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If you're being a great employee,

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sometimes, you're not
as great of a mom or a wife.

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And, so, always striking the right balance.

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And, so, understanding what he
was hoping that I would help control,

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and help manage, and get him
comfortable with, as we moved forward.

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And, then, I think getting the
advice from my outgoing CFO,

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who was quite gracious with the
time he had left in the organization,

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around making sure that
I was leaning on others.

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I was not in this by myself, I have a team.

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We have a strong team,
and they help to build

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and support a great finance organization.

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"Don't forget to lean on them, ask for help,

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and seek the advice
of others when needed."

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At the end of the day, I had already built
the trust throughout the organization

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through my tenure, and
through the various projects

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I've worked on over the years.

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And, so, not discounting the value, and
I'll call it just the level of experience

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that facilitated in the new seat.

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– I can only imagine, but it sounds
like you had a great team.

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And having a great team around
you really helps lift you up,

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and prepares you for that.

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Are there certain leadership strategies

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that you had to implement to
try to navigate this waters?

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Because one day you're
same level as other people,

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and the next day you're
suddenly a C-level person, right?

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– Yes, it's just the short answer.

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It was super fascinating because
suddenly I had a new peer group.

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And, so, working directly
with each of those peers,

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and I have to say they were so gracious,

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and saying, "How can I
help you be successful?"

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"Let me know what you need."

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So I think that's part of it.

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But, then, too, in terms of the skill sets,

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it was really having the
fortitude to find the right help.

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Back to my statement, I can't be all
things to all people, at the same time.

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I already was the chief accounting officer,

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still am the chief accounting officer.

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But I had to elevate to
CFO and wear both hats.

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And, so, making sure that I
brought in some help to supplement

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where I knew I needed to step out,

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and being thoughtful about
what that skill set looked like.

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Knowing that I wasn't going to be
able to give every piece of the process,

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the time that I would have had I
only been wearing the single hat.

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And, so, I would say learning
to let it go, it's very difficult.

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Learning to trust your people in
a way, I was already trusting them.

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But I had to trust them in a whole
new level, and they're all fantastic,

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but it's just a change in mindset.

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I think type A personalities tend to
keep it close, and close to the vest, 

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and understand all the moving
pieces, and then you can release.

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And, so, I had to get out of
my comfort zone, greatly.

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And I had to figure out
new ways, quite frankly,

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to manage my calendar, manage my
availability for those team members.

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Provide the right level of
support to my new peer group,

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as well as be available to my
CEO whenever he needed it.

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– Yes, and the whole thing about
being able to wear multiple hats.

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You can't wear both hats, at the same
time, and be available for both sections.

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So how did you balance

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having two different roles in
your lap, at the same time?

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– I would say focusing on the hottest fire

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or the most important thing,
at any one point in time,

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and, quite frankly, having
a significantly longer day.

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I would start my day a little
earlier than I would, typically,

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and certainly ended it later.

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And it is no joke when you take on
a new role, even in the same org.

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It takes a level of commitment,
and a level of just dive down,

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and hunker down, and get
the work done attitude.

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That you don't typically have when
you've sort of been in the role,

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in that same role, for a period of time.

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And, so, just being quite reflective on
what were the most important things,

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at each point in time.

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Looking at my week, that weekend, in
advance, and really being thoughtful

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about where I was going to be able
to spend that time, working in time,

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to at least have one touch point
with my finance and accounting team.

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So that I was super clear where we were 

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in either budget cycle work,
or in 10-Qs, 10-Ks.

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Because that's really what
we're hyper focused on,

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as well as I'll call it the internal audit work.

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Making sure we're tracking
through supporting our auditors.

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Having enough of an awareness of what's
going on, but not being able to own it.

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Really expecting my team members
to own it and report up to me.

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So that we are striking the right balance

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and achieving the outcomes
that are expected.

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– Were you able to identify different
strategies or better strategies,

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on how to deal with different tasks
that you may have done differently,

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if you just had the one hat on?

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Were you able to identify different
strategies to do things more efficiently,

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and maybe find better ways to do
things for the organization, overall?

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– Well, sure, and I think implementing
technological tools that help you 

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to do things in a smarter, and more
effective, efficient way, are always huge.

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And, so, we did that in a number of, I'll
call it the budgeting process pieces.

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And it was probably the best thing
that ever happened to the team,

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and to the process, because it
forces you to take a step back.

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You have to find a way to do
it smarter, more effectively,

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with the most accurate
answer you can have.

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Because if we know anything about
a budget or a forecast, it's wrong.

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But we're trying to get it
as on point as possible.

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And, so, bringing in a
little bit of contract help,

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combined with the team
really having to take ownership.

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It forced that level of, "Okay, let's use
this system to do this piece of work.

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We haven't used the
system to do it before."

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Engaging with the leadership team

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to make sure that they're thinking
through the risks, the same way I might.

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So that when I step in, I'm just asking
the very top of the house questions.

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Okay, "Did we do A, B, C, D, E,?"

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Okay, "Yes, wait, F you
haven't done that, yet?

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Go back, make sure this is part of our
model, and then come back to me

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to where I feel really good
about whatever the output is."

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And that's more on the
budgeting and forecasting side,

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on the Qs and the Ks side,
it's really being super conscious

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over what the open items and
tasks are to get us to end a job.

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Knowing that when e acquire businesses,

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that entails a level of
incremental effort documentation.

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It makes it from a deal document
to a piece of accounting support,

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and memo, to the 10-Q or 10-K.

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It's a journey that involves a lot
of third parties that help us

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to get to the right answers,
and the team had to own it.

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And, so, I had to get comfortable

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that the team could own it,
with just my sort of at the top,

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read the document, feel comfortable,
that it's not materially misstated

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because they've done their jobs.

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– Mh-hmm, how did your leadership
style evolve throughout this process?

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Because I'm sure you had to adapt
as a leader, with two different teams,

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and different peer groups.

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How did that evolve over this time?

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– I think it fundamentally shifted
from being a little bit more hands on

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because I couldn't be,
to the trust but verify,

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have the conversations
that give you confidence.

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So we all do these DiSC Surveys here at
FLEETCOR, which I think are really useful

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in terms of how somebody's brain
works, and where they pivot on a cycle.

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And I would say I would absolutely
tend to be highly analytic,

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a little less direct, probably,
a quieter person in the room,

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unless I feel like I have value to add.

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Stepping into the CFO role, I
had to get a little uncomfortable.

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I had to be willing to find my voice.

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I had to be willing to speak up because I
do know the business, I do know the risks.

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I do know the people at the table, and I
know their businesses, and their products.

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And, so, trying to ensure that I'm
adding value, supporting our CEO

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and his efforts to get to the
final envelope for the budget.

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But then, ultimately, being able
to translate everything that I'm doing

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from a financial leadership role and
pivot that into an investor purview.

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So where I'm sitting on stage,

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at an investor conference, being
asked questions that are, quite frankly,

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at a very high-level about the organization.

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But then dive down into the details,
and finding my voice and being able

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to answer those in a way that
is clear, concise, and eloquent.

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Because they're trying to get comfortable
with what we're doing as a business

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and a public company, and, ultimately,
to build investor confidence in the stock.

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And, so, that is a muscle that
I did not have prior to the role.

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It is one I feel like I
exercised quite a bit.

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I worked a lot with my investor
relations team, and they are fabulous,

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I have to give them a lot of props.

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Because that prep work and the
homework, to then be ready to go

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step on stage, not three months,
probably three months into the role,

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it was fantastic and a great
learning opportunity for me.

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– Yes, that sounds like a
great learning opportunity,

226
00:12:38,161 --> 00:12:40,260
it really stretched you as a person.

227
00:12:40,260 --> 00:12:43,328
And, so, thinking about your career
development and where you see

228
00:12:43,328 --> 00:12:47,089
yourself going, how did
serving as this interim CFO

229
00:12:47,089 --> 00:12:50,661
how did that change your trajectory,
of where you saw yourself going

230
00:12:50,661 --> 00:12:52,750
in your future professional development?

231
00:12:52,750 --> 00:12:55,029
– Yes, it's a great question.

232
00:12:55,029 --> 00:13:02,390
I would not have said that my end
goal was CFO prior to taking the role.

233
00:13:02,390 --> 00:13:03,827
Not because I didn't think I could do it,

234
00:13:03,827 --> 00:13:07,860
but just because I think we, as
humans, we get comfortable in roles,

235
00:13:07,860 --> 00:13:11,494
and comfortable even in
the space in which we serve.

236
00:13:11,494 --> 00:13:13,661
"I am an accountant, it's comfortable.

237
00:13:13,661 --> 00:13:17,661
I know what I'm doing, it feels like home."

238
00:13:17,661 --> 00:13:20,494
But stepping into the CFO role,

239
00:13:20,494 --> 00:13:25,430
forcing me to get a little uncomfortable,
a little out of my comfort zone.

240
00:13:25,430 --> 00:13:30,430
And finding that voice where
I'm more of a leader in the room,

241
00:13:30,430 --> 00:13:32,610
as it relates to business as a whole;

242
00:13:32,610 --> 00:13:37,339
being thoughtful, strategic, partnering
with our different operators

243
00:13:37,339 --> 00:13:41,560
to where we all achieve the
ultimate, bigger, better outcome.

244
00:13:41,560 --> 00:13:45,494
I think, then, it changes
your mindset a little bit.

245
00:13:45,494 --> 00:13:51,490
And, so, I absolutely see a future role
where, hopefully, it benefits me that

246
00:13:51,490 --> 00:13:56,327
I've served in the interim role, but
perhaps as a CFO in the future.

247
00:13:56,327 --> 00:13:59,670
Of course, for now, though, I would
say having served in the role,

248
00:13:59,670 --> 00:14:04,160
it's not like the respect goes
away, those relationships exist.

249
00:14:04,160 --> 00:14:09,970
And as my new CFO came in, we had
a very direct and honest conversation

250
00:14:09,970 --> 00:14:13,827
about what I hoped it
looked like going forward.

251
00:14:13,827 --> 00:14:19,449
And very pleased, so far, that I'm still
allowed to have the seat at the table,

252
00:14:19,449 --> 00:14:21,327
to be a voice in the room.

253
00:14:21,327 --> 00:14:24,800
I know my place as the lead of
accounting versus the lead of finance.

254
00:14:24,800 --> 00:14:27,660
But striking the right balance, and
being a business partner for him,

255
00:14:27,749 --> 00:14:29,493
as well, as he learns the business,

256
00:14:29,493 --> 00:14:32,827
the people, the risks, what
we're trying to accomplish.

257
00:14:32,827 --> 00:14:36,199
And, so, hopefully, I'm a much more
effective chief accounting officer,

258
00:14:36,199 --> 00:14:39,440
for having served in that
CFO role, at this org.

259
00:14:39,660 --> 00:14:41,160
– Yes, it gives you a whole new insight.

260
00:14:41,160 --> 00:14:45,327
And, plus, you've walked in his shoes, so
you can say, "Hey, this is what I was doing,

261
00:14:45,470 --> 00:14:47,890
but let's talk through a
better way of doing that."

262
00:14:47,890 --> 00:14:50,269
And it gives you that
newfound respect, right?

263
00:14:50,327 --> 00:14:54,326
– Yes, it's interesting, as you
walk along the journey, especially,

264
00:14:54,326 --> 00:14:58,399
given that was my first
time in that CFO seat.

265
00:14:58,399 --> 00:15:01,029
You have perspective coming
out the other side of it.

266
00:15:01,029 --> 00:15:01,826
– Of course.
– That you

267
00:15:01,826 --> 00:15:05,493
absolutely don't have, as you're
trying to just work through your days,

268
00:15:05,493 --> 00:15:08,660
your weeks, your months,
your deadlines, your filings,

269
00:15:08,660 --> 00:15:11,993
your earnings calls, whatever it is.

270
00:15:11,993 --> 00:15:13,660
And, so, watching him come in,

271
00:15:13,660 --> 00:15:18,579
as brand new to the org, and how he
operates has been insightful, for me,

272
00:15:18,579 --> 00:15:21,940
But also, it has allowed me
to reflect on the experience,

273
00:15:21,940 --> 00:15:24,300
which was almost 10 months in length.

274
00:15:24,300 --> 00:15:28,660
To really have my takeaways
as, "Okay, this is what I did.

275
00:15:28,810 --> 00:15:30,326
Here's what I could have done better.

276
00:15:30,326 --> 00:15:33,350
Here's what I think I actually
did a pretty good job on,

277
00:15:33,350 --> 00:15:34,659
and here's the things that
I didn't touch at all.

278
00:15:34,659 --> 00:15:38,649
So I want to go figure out how
I can continue to grow and learn

279
00:15:38,649 --> 00:15:40,159
in those capacities."

280
00:15:40,326 --> 00:15:44,310
– Yes, so I imagine there's
somebody listening to this podcast,

281
00:15:44,310 --> 00:15:46,659
and thinking they either have the
opportunity, or they're saying,

282
00:15:46,659 --> 00:15:48,089
"What if I get this opportunity?"

283
00:15:48,089 --> 00:15:49,493
What advice would you give somebody

284
00:15:49,493 --> 00:15:51,940
who has the opportunity
to step into interim CFO

285
00:15:51,940 --> 00:15:54,200
or balance multiple
finance responsibilities?

286
00:15:54,200 --> 00:15:56,993
What advice would you
give them, walking into that?

287
00:15:56,993 --> 00:16:00,659
– I would say, first, take a deep
breath, it's going to be fine.

288
00:16:00,659 --> 00:16:05,050
If you're asked to step into the role
or you volunteer to step in the role.

289
00:16:05,050 --> 00:16:08,920
If you have the gumption and believe
you have enough of the skill set

290
00:16:08,920 --> 00:16:11,492
to perform in that role, you probably do.

291
00:16:11,492 --> 00:16:17,159
And, then, from there, I think, it's
assess your team where your gaps are, 

292
00:16:17,159 --> 00:16:20,259
fill in for where the weaknesses exist.

293
00:16:20,259 --> 00:16:23,810
Whether that was you stepping out, so
you don't have anybody to fill that role,

294
00:16:23,810 --> 00:16:28,490
or you have known other challenges
in the group and fill those holes.

295
00:16:28,490 --> 00:16:31,980
So that you were able to
focus on the bigger picture,

296
00:16:31,980 --> 00:16:35,120
the more strategic aspects of the role,

297
00:16:35,120 --> 00:16:37,510
as opposed to getting sucked
back into the weeds.

298
00:16:37,510 --> 00:16:42,826
I think it's the weeds that can tend to bog
you down and, potentially, drown you.

299
00:16:42,949 --> 00:16:45,730
And then once you've got that
core team and you have confidence,

300
00:16:45,730 --> 00:16:50,326
lean on them, empower them, make it
a growing opportunity for them as well.

301
00:16:50,440 --> 00:16:53,492
Because I think, collectively, we
all get something more out of it

302
00:16:53,492 --> 00:17:00,992
if we all benefit from the temporary
elevation in title/role responsibility.

303
00:17:00,992 --> 00:17:04,650
Provide the guidance, lead them well.

304
00:17:04,650 --> 00:17:07,825
You are in the seat to
be the financial leader,

305
00:17:07,825 --> 00:17:11,825
not just to make sure
the numbers are right.

306
00:17:11,825 --> 00:17:15,549
And, so, that entails working
with your business operators.

307
00:17:15,549 --> 00:17:19,980
But also working with the individuals
who, maybe, used to be your peers,

308
00:17:19,980 --> 00:17:24,549
and helping them ensure that they're
able to convey the messages,

309
00:17:24,549 --> 00:17:26,880
and the answers that
the CEO is looking for.

310
00:17:26,880 --> 00:17:29,350
Or at least the outputs
that the CEO is looking for,

311
00:17:29,350 --> 00:17:31,809
maybe, it's not always
the answer that he wants.

312
00:17:31,809 --> 00:17:35,325
But provide the support for them
when they need it, along the process,

313
00:17:35,460 --> 00:17:38,492
and creating trust in the org is ultimate.

314
00:17:38,492 --> 00:17:42,390
I tend to have an open-door policy,
sometimes, to my own detriment

315
00:17:42,390 --> 00:17:43,992
because the door just opens.

316
00:17:43,992 --> 00:17:47,492
I'll be honest, I debated whether I needed
to shut the blinds and lock the door,

317
00:17:47,492 --> 00:17:50,825
just to ensure that we aren't
interrupted, but it's a good thing,

318
00:17:50,825 --> 00:17:52,440
it's a good problem to have.

319
00:17:52,440 --> 00:17:55,799
And I think my personality just
lends itself to that, in general.

320
00:17:55,799 --> 00:18:00,240
But being available for those individuals
who need you when they need you.

321
00:18:00,240 --> 00:18:03,220
Because they may walk down the
hallway and they may not do it again.

322
00:18:03,220 --> 00:18:06,658
And, so, being available and
ready for that chat when it occurs

323
00:18:06,658 --> 00:18:07,992
or when it needs to occur.

324
00:18:07,992 --> 00:18:11,992
And, then, I think being a
change agent when appropriate,

325
00:18:11,992 --> 00:18:13,825
knowing that the way we've done things

326
00:18:13,825 --> 00:18:16,991
isn't always the way we need
to continue to do things.

327
00:18:16,991 --> 00:18:19,750
Being thoughtful about
how we use technology,

328
00:18:19,750 --> 00:18:22,600
I've always said, especially, in large orgs,

329
00:18:22,600 --> 00:18:25,991
it's a little bit like eating an elephant,
you're not going to do it all in one bite.

330
00:18:25,991 --> 00:18:26,991
It's one bite at a time.

331
00:18:26,991 --> 00:18:32,658
And, so, while we may not build
the Titanic, all in one year.

332
00:18:32,658 --> 00:18:37,100
What we can do is make incremental
improvements to our technical debt,

333
00:18:37,100 --> 00:18:40,240
to our financial processes,
to how we analyze our business.

334
00:18:40,240 --> 00:18:43,890
To the outputs that, ultimately,
help investors better understand

335
00:18:43,890 --> 00:18:45,158
what we're doing, or leadership

336
00:18:45,158 --> 00:18:49,100
better understand what the
performance of the company truly is.

337
00:18:49,100 --> 00:18:55,158
So that we do make improvements year
over year, to where over a period of time,

338
00:18:55,158 --> 00:18:56,491
it is much more meaningful.

339
00:18:56,799 --> 00:18:59,490
– Yes, I think that's
some wonderful advice.

340
00:18:59,490 --> 00:19:03,158
And I was wondering if you'd be
willing to maybe share a success story

341
00:19:03,158 --> 00:19:05,324
while you were interim
and maybe even a failure

342
00:19:05,324 --> 00:19:07,420
because you've been
telling some great things.

343
00:19:07,420 --> 00:19:10,520
But I'm sure everything wasn't
flower beds and roses the whole time

344
00:19:10,520 --> 00:19:12,600
you were the interim CFO.

345
00:19:12,824 --> 00:19:17,929
– I think a success story is
when I was appointed to the role,

346
00:19:17,929 --> 00:19:22,299
immediately looking for
somebody to fill my spot.

347
00:19:22,299 --> 00:19:24,824
To fill the gap that I was going to leave.

348
00:19:24,824 --> 00:19:30,324
So that I could truly focus on supporting
the business and my leadership team.

349
00:19:30,350 --> 00:19:35,657
I cannot speak to how important
that decision was now after the fact,

350
00:19:35,657 --> 00:19:37,630
and how finding the right person.

351
00:19:37,630 --> 00:19:42,179
Not just somebody, but the
right somebody or somebodies

352
00:19:42,179 --> 00:19:43,824
to come in and assist.

353
00:19:43,824 --> 00:19:47,190
Having a network in the
payments and tech community,

354
00:19:47,190 --> 00:19:51,590
and the financial community, in the
Atlanta market, enabled me to identify

355
00:19:51,590 --> 00:19:52,990
who those right individuals might be.

356
00:19:52,990 --> 00:19:56,330
And I interviewed a lot of people
to try to identify the right resource,

357
00:19:56,330 --> 00:19:58,420
and that was a total home run.

358
00:19:58,420 --> 00:20:02,491
It enabled me to step out of the role
and just know it was going to get done.

359
00:20:02,620 --> 00:20:07,960
But it also empowered my team to
really own their pieces of the business,

360
00:20:07,960 --> 00:20:13,324
and their pieces of the finance puzzle,
in a way that they had not had to prior

361
00:20:13,324 --> 00:20:16,830
just because of my level of
engagement and involvement.

362
00:20:16,830 --> 00:20:19,730
So I'm super proud of what
we accomplished there.

363
00:20:19,730 --> 00:20:23,559
So, perhaps, a learning opportunity
that I got out of the experience,

364
00:20:23,559 --> 00:20:27,870
is just learning how to ensure that
I'm always effectively communicating

365
00:20:27,870 --> 00:20:30,990
with all members of my leadership team.

366
00:20:30,990 --> 00:20:34,657
There were a couple of instances where I
felt like I could have better communicated

367
00:20:34,660 --> 00:20:36,490
or more proactively communicated.

368
00:20:36,490 --> 00:20:40,770
And it was one of those things where
I didn't figure it out until after the fact,

369
00:20:40,770 --> 00:20:42,324
which is on me.

370
00:20:42,324 --> 00:20:46,657
I did have the grace of being
in the role on an interim basis.

371
00:20:46,657 --> 00:20:50,657
And, so, there're individuals who
really needed me to communicate

372
00:20:50,657 --> 00:20:56,590
that information more proactively, they
absolutely rationalized where we were.

373
00:20:56,590 --> 00:20:59,157
But it's something I can
grow from, absolutely.

374
00:20:59,440 --> 00:21:01,657
– I think it's amazing, and
thank you for being vulnerable

375
00:21:01,657 --> 00:21:03,657
to share that learning opportunity.

376
00:21:03,657 --> 00:21:05,679
Because it's not easy to share
those things because, sometimes,

377
00:21:05,679 --> 00:21:08,840
you just want to talk about all
the successes, but it's difficult.

378
00:21:08,840 --> 00:21:11,890
And you mentioned a little bit
when your new CFO came in

379
00:21:11,890 --> 00:21:13,290
and you had those conversations.

380
00:21:13,290 --> 00:21:15,960
Can we talk a little bit more
about what that transition was like,

381
00:21:15,960 --> 00:21:17,823
as you transitioned back out of the role?

382
00:21:18,020 --> 00:21:24,157
– Sure, so I would say our new CFO is
a very experienced financial executive.

383
00:21:24,157 --> 00:21:28,279
And, so, he came in with his views
as to what finance looks like,

384
00:21:28,279 --> 00:21:30,090
certainly, in other organizations.

385
00:21:30,090 --> 00:21:33,040
A benefit that I didn't necessarily
have stepping into the role.

386
00:21:33,040 --> 00:21:39,309
And, so, he was cognizant of, perhaps,
the situation that I might be feeling,

387
00:21:39,309 --> 00:21:41,320
certainly given the situation I was in.

388
00:21:41,320 --> 00:21:44,990
But just trying to be open and
open-minded, quite frankly,

389
00:21:44,990 --> 00:21:49,490
about how we would hand off
the responsibilities, the tasks.

390
00:21:49,490 --> 00:21:52,990
Even as simple as, "Well, if you came in
right before earnings, who's going to 

391
00:21:52,990 --> 00:21:54,323
speak on the earnings call?"

392
00:21:54,323 --> 00:21:58,323
And, so, just striking the right
balance, in those very first days.

393
00:21:58,323 --> 00:22:01,270
And, then, once we had
those first days behind us,

394
00:22:01,270 --> 00:22:05,140
then, just being open
to the learning experience.

395
00:22:05,140 --> 00:22:10,156
But also trying to share with him as
many nuggets of knowledge as I could.

396
00:22:10,156 --> 00:22:15,656
But allow him to ask me questions as
it was organic to his growth trajectory,

397
00:22:15,820 --> 00:22:17,880
and learning experience
here at the company.

398
00:22:17,880 --> 00:22:23,323
And, so, I would say really trying
to treat it as a business partnership.

399
00:22:23,323 --> 00:22:26,669
Because, ultimately, I believe
that this organization needs

400
00:22:26,669 --> 00:22:32,156
a leader like this individual that is
brought in, with a lot of financial acumen,

401
00:22:32,156 --> 00:22:35,656
a lot of experience, which enables
them to lead in a different way.

402
00:22:35,656 --> 00:22:39,156
We are a large global S&P 500 company.

403
00:22:39,156 --> 00:22:43,100
And, so, I'm really excited about what
the future holds with him at the helm.

404
00:22:43,100 --> 00:22:47,323
– I think that's great, being able
to partner, be that business partner.

405
00:22:47,323 --> 00:22:50,489
And a lot of examples you've been
sharing today have been about

406
00:22:50,489 --> 00:22:51,989
being that business partners.

407
00:22:51,989 --> 00:22:55,656
And I wonder if you could, maybe,
share a little bit about how you view

408
00:22:55,656 --> 00:22:59,822
the finance role and the leadership, as the
business partner within an organization.

409
00:22:59,989 --> 00:23:04,989
– So I think that finance
becomes the connective tissue.

410
00:23:04,989 --> 00:23:10,530
Without finance, it's really difficult to
understand what the results are,

411
00:23:10,530 --> 00:23:13,156
what the performance looks
like, gathering KPIs.

412
00:23:13,156 --> 00:23:16,322
Gathering them in a way that's
consistent, accurate, and complete

413
00:23:16,322 --> 00:23:19,489
across an org, to where you
have comparative metrics.

414
00:23:19,489 --> 00:23:22,489
And, so, it's not just in terms
of producing the results.

415
00:23:22,489 --> 00:23:25,656
But then having those next-level
conversations with operators

416
00:23:25,656 --> 00:23:29,159
or being part of their executive
meetings, to understand

417
00:23:29,159 --> 00:23:31,656
what's happening in the belly of the beast.

418
00:23:31,656 --> 00:23:32,929
We don't have a ton of businesses,

419
00:23:32,929 --> 00:23:37,380
but we have enough to where going
that extra layer down helps you

420
00:23:37,380 --> 00:23:42,822
to just really rationalize the why behind
what the numbers are trying to tell you.

421
00:23:42,822 --> 00:23:45,489
Because the numbers only can go so far.

422
00:23:45,489 --> 00:23:48,940
And, so, understanding that sales is
connected to credit underwriting,

423
00:23:48,940 --> 00:23:50,590
which is connected to bad debt.

424
00:23:50,590 --> 00:23:53,220
Which is, ultimately, connected
to the financial performance

425
00:23:53,220 --> 00:23:55,490
of that business unit, is super helpful.

426
00:23:55,490 --> 00:23:58,450
But then understanding that
the personalities at play,

427
00:23:58,450 --> 00:24:01,940
and perhaps how you compensate
individuals may drive behaviors

428
00:24:01,940 --> 00:24:04,155
that either were intended or unintended.

429
00:24:04,155 --> 00:24:10,489
And, so, it becomes this great web,
if you will, of, connectednes.

430
00:24:10,489 --> 00:24:14,809
That if you insert yourself into
the process at the right points,

431
00:24:14,809 --> 00:24:19,988
whether it's credit, sales, operational
results, recruiting, whatever.

432
00:24:19,988 --> 00:24:24,988
It really does help frame up the why
behind the business performance,

433
00:24:24,988 --> 00:24:27,822
and business results, and how we plan
to move forward from those as well.

434
00:24:27,822 --> 00:24:31,690
– Yes, Alissa, your story has
been wonderful to hear,

435
00:24:31,690 --> 00:24:33,655
and it's not every day you get
to hear somebody's story

436
00:24:33,655 --> 00:24:37,488
of being in an interim position,
especially, a CFO's position.

437
00:24:37,488 --> 00:24:40,350
And, so, I just want to thank you
so much for being able to share

438
00:24:40,350 --> 00:24:42,322
your experience with our audience, today.

439
00:24:42,322 --> 00:24:44,488
And thank you so much for
coming back on the podcast.

440
00:24:44,488 --> 00:24:46,322
– Thank you, it was really
good to see you again.

441
00:24:46,322 --> 00:24:48,322
< Outro >

442
00:24:48,322 --> 00:24:49,988
– This has been Count Me In,

443
00:24:49,988 --> 00:24:53,980
IMA's podcast, providing you with the
latest perspectives of thought leaders,

444
00:24:53,980 --> 00:24:55,820
from the accounting
and finance profession.

445
00:24:55,820 --> 00:24:58,488
If you like what you heard,
and you'd like to be counted in

446
00:24:58,488 --> 00:25:00,988
for more relevant accounting
and finance education,

447
00:25:00,988 --> 00:25:08,155
visit IMA's website at www.imanet.org.