“Stories and lessons from an unexpected journey in finance.”

One of the first things I learned as a CFO — and a lesson I still carry today — is that being a finance leader isn’t really about the numbers.

Early in my days as a CFO at Accenture, I was tasked with building a forecast for a major customer engagement. I poured over spreadsheets, ran every scenario, and built what I thought was the “perfect” model. I double-checked formulas, color-coded assumptions, and made sure every chart told the story I wanted. I walked into the meeting — a room full of senior leaders, all eyes on me — feeling confident. This was my moment to shine.

Then I was asked a simple question: “So, Tom, what should we actually do?” Whoops!

Suddenly, I realized I had spent weeks perfecting something that didn’t actually answer the question at hand. The forecast was flawless. But it wasn’t actionable. And that’s when it clicked: being a CFO isn’t just about crunching numbers. It’s about translating numbers into decisions, aligning teams, and helping the organization move forward.

Numbers are the foundation, but the real work happens in the people and processes behind them. A forecast doesn’t improve performance by itself; people do. A cash flow model doesn’t solve a crisis on its own; leaders do. And spreadsheets, as precise as they may be, can’t replace judgment, collaboration, and a little bit of courage when you’re facing uncertainty.

I’ve seen this lesson repeat itself countless times — in acquisitions, fundraising, restructuring, and everyday leadership. The spreadsheets tell a story, but it’s the people who make it meaningful. And honestly, figuring out how to get everyone aligned has humbled me more times than I can count.

Tom

💬 Here’s my question for you: Have you ever spent time perfecting a plan, only to realize the real challenge was getting people to act on it? How did you handle it?

#Leadership #Finance #Growth #TheAccidentalCFO #inersec