What is a core competency for a truly strategic CFO? Adaptability.
So says Charlotte Colhoun, Group CFO of Dubai-based Vista Global, a business aviation company that includes New York-based VistaJet USA.
Colhoun began her career at PwC, rising quickly through the ranks before joining Vista Global in 2018. Attracted to the company’s ambition and the opportunity to dive into a new sector, aviation, she initially focused on the Group’s strategic finance before being appointed Group CFO in November 2022.
As Group CFO, Colhoun leads the finance function for the group—a vast and diverse team of 300 finance professionals spanning the globe. In this role, she has been instrumental in managing Vista’s financing structures, optimizing the balance sheet, structuring deals and supporting long-term infrastructure and growth initiatives.
Throughout all of it, no characteristic has been more important than adaptability, she says. “To be a true business partner, finance leaders need to bring clarity to decision-making, build strong cross-functional relationships and embrace adaptability as a core competency.”
The CFO role has evolved well beyond financial reporting. In your view, what does it mean to be a truly strategic CFO today, and how can finance leaders position themselves as key business partners?
A strategic CFO today is someone who can navigate fast-paced, complex business environments while always keeping long-term growth and financial sustainability in focus. For me, it means going beyond traditional reporting, oftentimes thinking outside of the box to drive change and a continued cycle of improvement.
To be a true business partner, finance leaders need to bring clarity to decision-making, build strong cross-functional relationships and embrace adaptability as a core competency.
What has been one of the most transformative initiatives you’ve led at Vista Global, and what takeaways would you share with others looking to drive meaningful change within their organizations?
In my tenure at Vista Global I have reshaped our balance sheet to be as ambitious as our growth goals. This included executing on several deals which were first of their kind in this industry and navigating challenging market conditions. By thinking outside the box and taking a disciplined yet creative approach, we’ve been able to support Vista’s global infrastructure build-out, while optimizing our balance sheet for long-term stability and growth.
That’s something I’m incredibly proud of, especially knowing that the decisions we’re making today are laying the financial foundation for the next 20 years of the company. My advice to others is to be curious, welcome healthy debate and realize that transformative leadership also means making room for others to lead.
In an experience-driven industry like private aviation, how do you ensure financial discipline, while still upholding the level of service and personalization clients expect?
At Vista Global, the client experience is non-negotiable—it’s core to the brand. But financial discipline is equally critical to long-term success. The key is identifying where investment truly enhances the customer journey and where you can drive efficiency behind the scenes.
We continuously evaluate processes and systems to ensure they’re streamlined, scalable and aligned with client needs. It’s a balancing act that requires constant dialogue between commercial, operations and finance to ensure we’re making decisions that are both client-centric and financially sound.
As a woman navigating a CFO role in a traditionally male-dominated field, what guidance would you share with other women aiming for senior leadership positions in finance?
Don’t let a lack of experience—or a lack of representation—hold you back. When I joined the private aviation world, I had no direct experience in the field, but I leaned on the expertise around me and focused on learning quickly.
The same applies to women aiming for senior roles in finance: Say yes to opportunities that stretch you, even if you don’t tick every box. Advocate for yourself and find mentors who champion your growth. And if you encounter outdated mindsets, don’t internalize them—challenge them. We each have the power to elicit change, and it starts by showing up with confidence and resilience.
