The maturation of financial technology is finally upon us. But that doesn’t mean realizing its opportunities isn’t a process. Top among the steps finance leaders must take to fully make use of today’s possibilities? Ensure your teams are appropriately upskilled.
That’s one of the takes from veteran finance leader Josette Leslie, CFO of Contentstack, an Austin, Texas-based company that provides a digital content management platform for brands, in a talk with CFO Leadership.
Leslie shares what tech excites her most, how CFOs can best embrace it and what finance leadership lessons she’s learning along the way.
CFOs today are navigating rapid changes in technology, market conditions and investor expectations. From your perspective, what’s one emerging trend in the profession that excites you—or concerns you—and how should finance leaders be responding?
One of the most exciting trends I’m seeing is the maturation of financial technology—we’re finally moving beyond the hype to realize tangible benefits from automation and advanced analytics. This isn’t just about having better tools; it’s fundamentally changing how finance functions operate and create value.
By automating manual processes like data extraction, reconciliation and basic reporting, we’re freeing up our teams to focus on higher-value activities, which means we can provide insights when they’re most actionable.
We can now identify trends and anomalies as they happen rather than discovering them weeks later in retrospective reports. This speed of insight directly translates to faster, more informed decision-making across the organization.
However, this trend requires CFOs to fundamentally rethink their teams’ skill sets and roles. We need to invest in upskilling our people, focusing more on analytical thinking and business partnership. It also means being more selective about technology investments—choosing solutions that integrate well and actually solve real problems rather than just digitizing existing inefficient processes.
The leaders who embrace this shift while thoughtfully managing the human element of change will create significant competitive advantages through better, faster financial insights.
You’ve been heavily involved in high-growth companies like Contentstack in the past. What’s unique about being the CFO of that sort of organization? How should CFO’s support strategic growth?
Being a CFO of a high-growth company is like changing the tires while the car is in motion—you’re constantly adapting financial infrastructure while maintaining momentum. The role requires a unique dual focus: building robust financial systems and processes for tomorrow while meticulously managing cash flow and runway today.
What makes this particularly challenging is balancing competing priorities. You’re simultaneously the growth enabler and the voice of financial discipline. On one hand, you’re working with leadership to fuel expansion through strategic investments, fundraising and resource allocation. On the other hand, you’re the steward of sustainability, ensuring burn rates align with milestones and that rapid scaling doesn’t compromise unit economics.
The pace of decision-making is also distinct. In high-growth environments, you often make financial decisions with incomplete data because waiting for perfect information means missing opportunities. This requires developing strong judgment about which risks are worth taking and building financial models that can adapt quickly as assumptions change.
You’ve worked across multiple sectors—banking, fintech and content management. What’s a pivotal moment or decision that taught you an important leadership lesson? How has that shaped your approach today?
Working across multiple sectors has taught me that authentic leadership is truly tested during downturns. I’ve observed that the best leaders maintain consistency in their values and approach regardless of market conditions. They don’t become different people when times get tough. This has fundamentally shaped how I lead today. I’ve learned to lead with optimism while never losing sight of reality. When facing challenges, I’m transparent about the situation but focus on solutions and opportunities within constraints.
Cross-sector experience has also shown me that while industries differ, fundamental leadership principles remain constant. Whether in banking, fintech or content management, people respond to clarity, honesty and decisive action. I’ve learned to quickly identify what’s universal versus what’s sector-specific, allowing me to adapt my approach while staying true to core leadership principles.
Perhaps most importantly, I’ve seen how different industries handle risk and uncertainty. This has taught me to be comfortable with ambiguity while still providing the stability and direction my teams need. I’ve learned that as a leader, your emotional tenor sets the tone for the entire organization, especially during volatile periods.
This perspective helps me build resilience into both financial planning and team culture, ensuring we’re prepared for various scenarios while maintaining the confidence needed to execute on our growth strategy.
Reflecting on your 25-plus years in finance, what’s one piece of advice you’d offer to rising professionals who aspire to a CFO role? What mindset or skill set helped you most in preparing for the leadership challenges that come with the job?
My advice for aspiring CFOs is to master the art of storytelling with data. As finance professionals, we’re ultimately translators—we take financial information and operating decisions and turn them into compelling narratives that drive action.
This storytelling ability is what transforms you from a number-cruncher into a strategic business partner. When you can clearly explain not just what the numbers say, but what they mean for the business and what actions should follow, you gain influence far beyond your formal authority.
Develop your communication skills as your superpower. Practice explaining financial concepts to non-finance audiences. Learn to lead with the business impact, then support it with the data.
I’d also encourage aspiring CFOs to actively seek cross-functional exposure. Work closely with sales, operations and product teams. Understand how their decisions flow through to financial outcomes. This context makes your storytelling more relevant and your recommendations more actionable.
