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

I was recently brought in to transform a finance function that “needed serious attention.” The mandate was clear: rebuild the foundation—modernize systems, improve accuracy, and strengthen controls. But at the same time, I was expected to keep delivering strategic insights, supporting growth, and driving enterprise value.

In other words, I was asked to build the plane while it’s flying.

It’s a challenge every transformational CFO knows well. You inherit a legacy finance organization—often underinvested, overextended, and dependent on spreadsheets that should’ve been retired years ago. Yet the business still expects you to operate like a jet engine: fast, precise, and ready for takeoff.

Here’s the truth: transformation isn’t a side project. It’s a full-flight overhaul that requires patience, prioritization, and, above all, clear communication. Managing expectations—especially with the CEO and board—is critical. The instinct to “do it all” is strong, but that mindset often leads to burnout, missed milestones, and half-fixed systems.

When I step into these roles, one of my first conversations with the CEO centers on what’s possible, what’s realistic, and what’s required. Transformation doesn’t mean slowing down—it means sequencing change so that improvements stick. A new ERP system doesn’t fix bad data. Faster reporting doesn’t matter if the numbers can’t be trusted. Growth is only sustainable when the foundation beneath it can support the weight.

The CFO’s job, then, is to keep the plane in the air while methodically upgrading its parts—replacing the outdated instruments, tightening up the engine, and making sure the wings are strong enough to handle the turbulence ahead.

That means knowing when to accelerate and when to glide. It’s about being strategic enough to see the long-term destination while pragmatic enough to land safely if the warning lights start flashing.

Sometimes, the bravest thing a CFO—or any leader—can do is pause and say:
“We can reach our destination, but first we need to make sure the plane can fly the distance.”

Modern CFOs aren’t just financial stewards; we’re transformation pilots. We’re guiding organizations through complexity, balancing forward motion with foundational repair, and making sure growth doesn’t outpace readiness.

So, to my fellow finance leaders: how do you keep your organization moving forward while ensuring the systems, people, and processes beneath it are truly built to last?

#TheAccidentalCFO #FinanceLeadership #TransformationInAction #inersec #CFOInsights