Having led transformations across sectors, I've learned
this:most CFOs underestimate how dramatically their role has
evolved. They're still busy perfecting the P&L while the
business is quietly expecting them to shape its future.
When I stepped into my first major transformation mandate, I had
deep technical knowledge. I could close books in my sleep. But I
quickly learned that wasn't what the board really wanted from
me. Instead, they were looking for a finance leader who could move
the organization forward—commercially, operationally, and
strategically.
It was a wake-up call. Since then, I've focused my
professional energy on transforming finance functions into engines
of insight, performance, and value—not by doing more, but by
thinking differently.
