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‘The central question,’ says i-GENTIC board chairman Washington, ‘is how to sustain innovation without compromising safety, reliability or trust.’
CFO Victoria Thomas shares her leadership journey to Kellymoss Racing: “Today’s CFO is the engine that is driving the future, turning insights into foresight and turning foresight into action.”
The real complexity of sales lies beneath the surface, when weak post-sale processes create financial risk—revenue leakage, audit exposure, inaccurate forecasts and strained cash flow—that eventually land on the CFO’s desk. Here’s how to avoid that fate.
Working for a startup in the self-driving vehicle world, Nexar CFO Patel has learned to make a shift: ‘Embracing ambiguity while guiding others through it has been a defining evolution in my leadership style.’
From streamlining processes to more accurate forecasting, artificial intelligence has the potential to reshape how finance teams operate. The challenge for CFOs is identifying where the technology can deliver real efficiency—and implementing it with the right controls and governance.
Gabi Gantus, CFO of Mytra, shares how she is shaking up the logistics industry, lessons from her time at Tesla and smart KPIs every CFO should track.
For CFO Fadel, chasing growth really comes down to putting the customer at the center of everything you do.
Finance chiefs who seek to understand the totality of the businesses they’re in will be the most successful, says Bill’s Rohini Jain.
CFOs now need to be ‘a front-line strategic partner driving the company’s trajectory in a fiercely competitive landscape,’ says Backblaze finance chief Suidan.
To scale artificial intelligence effectively—and avoid the pitfalls of misalignment—finance and tech need to work together. Here’s how.
Effective CFOs ‘should be able to translate financial data in unique ways for specific audiences, including investors, customers and employees.’
One characteristic is critical, says Charlotte Colhoun, Group CFO of Vista Global.
The real complexity of sales lies beneath the surface, when weak post-sale processes create financial risk—revenue leakage, audit exposure, inaccurate forecasts and strained cash flow—that eventually land on the CFO’s desk. Here’s how to avoid that fate.
Working for a startup in the self-driving vehicle world, Nexar CFO Patel has learned to make a shift: ‘Embracing ambiguity while guiding others through it has been a defining evolution in my leadership style.’
From streamlining processes to more accurate forecasting, artificial intelligence has the potential to reshape how finance teams operate. The challenge for CFOs is identifying where the technology can deliver real efficiency—and implementing it with the right controls and governance.
For CFO Fadel, chasing growth really comes down to putting the customer at the center of everything you do.
Now that AI makes ‘smart’ the new average, what’s the new advantage?
A former IRS commissioner on what companies can learn from government’s experience.
An early look at Claude for Financial Services 2.0—and how CFOs should pilot it: ‘Finance teams that adopt early will set the pattern others follow.’
What to watch out for—and how to prepare for new demands: ‘As banks increase digital transactions, IT and cybersecurity controls are increasingly scrutinized, and gaps in data governance and system integrations often surface.’
Finastra CFO Carissa Kell on why today’s finance chiefs need to get out of their silos and provide leadership on everything from cybersecurity to communications.
Held November 13 and 14 at the Javits Center in New York City, the FATE expo talked shop for all things fintech. Here’s what to know.
From sitting on accounting boards to running networking groups for women, Stucke gives back to the profession that launched her CFO career.
‘My role involves translating the impact of regulatory and digital shifts into actionable game plans for the broader team,’ says John Schwab, CFO of the indirect tax software company.
The real complexity of sales lies beneath the surface, when weak post-sale processes create financial risk—revenue leakage, audit exposure, inaccurate forecasts and strained cash flow—that eventually land on the CFO’s desk. Here’s how to avoid that fate.
Post-bankruptcy, CFOs must do more than just clean up the balance sheet: they have to address operational faults as well.
For Crane, CFO of Domo, real-time data access means spending less time gathering data and more time figuring out what it’s telling him.
‘Now is not the time to make big speculative moves,’ writes Thomas Allen Carver of Harren Equity Partners.
‘In trading, you make decisions with incomplete information. You learn to trust your frameworks and move fast,’ says Cin7 CFO Erik Rothschild.
Aleksandra Szuszkiewicz of Live Nite Events orchestrates sophisticated financial frameworks for high-risk, capital-intensive entertainment ventures.
‘The central question,’ says i-GENTIC board chairman Washington, ‘is how to sustain innovation without compromising safety, reliability or trust.’
A former auditor shares what’s she’s learned since becoming CFO of a community bank.
Planning is now all about forward motion with flexibility, say CFOs. But there are critical areas to focus on. Here are 5 to watch while preparing your financial strategies for the year ahead.
What to watch out for—and how to prepare for new demands: ‘As banks increase digital transactions, IT and cybersecurity controls are increasingly scrutinized, and gaps in data governance and system integrations often surface.’
Post-bankruptcy, CFOs must do more than just clean up the balance sheet: they have to address operational faults as well.
Organizational communications should be transparent. Lead with empathy while highlighting the economic reality.
‘The central question,’ says i-GENTIC board chairman Washington, ‘is how to sustain innovation without compromising safety, reliability or trust.’
Working for a startup in the self-driving vehicle world, Nexar CFO Patel has learned to make a shift: ‘Embracing ambiguity while guiding others through it has been a defining evolution in my leadership style.’
From streamlining processes to more accurate forecasting, artificial intelligence has the potential to reshape how finance teams operate. The challenge for CFOs is identifying where the technology can deliver real efficiency—and implementing it with the right controls and governance.
To move from counting value to creating it, CFOs must shift from manual record-keeping to AI-native systems that can predict, reason and act.
Now that AI makes ‘smart’ the new average, what’s the new advantage?
A former IRS commissioner on what companies can learn from government’s experience.
Stop searching for the one sweeping solution to inefficiency. Here’s how to reduce digital friction and recover millions in lost revenue.
AI powers transformation, but culture sustains it. CFOs who treat technology as a people strategy foster teams that thrive on curiosity and collaboration.
The moment is right for the finance chief who, in partnership with the CHRO, integrates talent strategy into capital planning.
‘Most technology failures aren’t software failures. They’re leadership failures, breakdowns in trust, clarity or accountability that start long before anything crashes.’
Critical as it is, AI isn’t the whole story when it comes to leveraging technology in the pivotal area of human resources. Here are some key points to keep in mind.
“If service is below you, then leadership is beyond you,” decorated U.S. Army officer LTC Oakland McCulloch told CFO Leadership Conference attendees.
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Spring 2026 CFO Leadership Conference
Join us as we celebrate our 20th Anniversary!
