What sets exceptional CFOs apart: unlocking the secrets of success

In this episode of The Better Finance podcast, Jack McCullough, president of The CFO Leadership Council, joins host Myles Corson to explore what makes an elite CFO.

Key takeaways:

Understand the unique qualities that can set exceptional CFOs apart
Learn to foster a transparent culture of innovation and learning
Understand the importance of building robust relationships across different departments
Recognize the power of communication in the CFO role

For your convenience, full text transcript of this podcast is also available.

Jack McCullough

You have a responsibility and opportunity to take control of your own personal brand. Why is it critical? For one, we live in an era now where it’s not good enough to be good enough. That’s not gunna get it done. If you want to be recognized as a thought leader within your field, you need to work on the brand.”

Myles Corson

That was Jack McCullough, the president of the CFO Leadership Council. And I’m Myles Corson from Ernst & Young, host of The EY Better Finance podcast. A series that explores the changing dynamics of the business world and what it means for finance leaders of today and tomorrow by sharing insights from global leaders on key topics affecting the world of corporate finance.

Corson

In this episode, Jack delves into the secrets of exceptional CFOs and unravels the unique qualities that lead to their success. Jack has fascinating perspectives from his wide engagement with the CFO community which I am sure you will enjoy.

Corson

Jack, thanks very much for joining us.

McCullough

Fantastic. Been looking forward to it and really honored that EY wants to have me on their podcast. Can’t imagine a better honor.

Corson

We are thrilled to have you and I am looking forward to hearing your insights. To get started Jack, perhaps you could tell us about your career and how you ended up where you are today in your current role?

McCullough

I grew up in the Boston area, and after graduating from college, I worked for one of the big eight accounting firms. Yes, that’s right, there were eight of them in the day and I worked there for a few years. Became A CPA [Certified Public Accountant]. Left to become an accounting manager and controller at a company called Gensym, which is not necessarily famous, but it does have one claim to fame: It was the first company that was in the field of artificial intelligence (AI) that was ever profitable. That was kind of cool. Went through a successful IPO (initial public offering), got my MBA (Masters of Business Administration) along the way and after getting my MBA, I was a CFO (Chief Financial Officer) with a series of technology companies. Along the way, I realized that being a CFO was a bit of a lonely thing. Most companies only have one CFO. So, I started a group called the CFO Roundtable, which is today known as the CFO Leadership Council. It’s really just a way for me to meet some of my peers, but here it is 17 years later, it’s actually how I make my living. So, I am having a great time doing it.

Corson

Very rich and diverse experience to pull from. In our research on the role of CFO, we have identified a number of paradoxes that CFOs need to balance. You have described your work with the CFO Leadership Council. You obviously engage with a lot of CFOs day-to-day, what are some of the key challenges that you see CFOs facing?

McCullough

They always change, but it often comes back to two things, which I call T&T – technology and the team. You get those two things right, most everything will work out for you. When you think technology always evolving, right now with GenAI (Generative Artificial Intelligence), it is the tool with the greatest potential to impact finance, certainly since the internet. I am gunna have to say, and it also is one of the greatest threats for financial people too, in terms of issues like data security and privacy and whatnot. And Myles, I don’t know about you, but had you heard of GenAI, say, 18 months ago, because I had not, and I would like to think I am current edge?

Corson

I think it gets caught up with us all very quickly.

McCullough

It was crazy, right? I mean, I certainly heard of AI, but not generative AI. But it is all about the team. There has always been talent wars, but we went through a pandemic and the biggest challenges CFOs were facing were still talent shortages. So, you just wonder, maybe we just accept the fact that there is going to be talent shortages for the length of our careers. But there’s so many other issues with the team too, there is a multigenerational workforce. We still haven’t really figured out the whole work from home versus back to the office dilemma. There are so many things going on with technology and the team that keeps CFOs busy and focused.

Corson

You have done a really great series of infographics where you have distilled down a lot of the insights that you have. Can you share some of the characteristics from the piece around the new CFO prototype and why you felt those were so important? Because I found them really interesting.

McCullough

I was sort of thinking about how the job changed and it’s been becoming more strategic for quite some time. I think what happened with COVID [the COVID-19 pandemic] is basically put it on steroids or booster rockets, you know, think of Wile E. Coyote and the Road Runner, but the job has really changed more in the last three years than it probably had in the previous 10. I sort of think of it as there’s some skills that CFOs now it’s imperative they have, but more importantly, there is just some personality traits that they are needed to have and the skills are probably nothing is surprising: strategic, financial, digital, analytical and innovative. Those CFOs need to have all of those skill types, essentially the ability to solve problems and whatnot, but to me, it is the personality traits that make a difference and what are the personality traits that define great CFOs today and it may not have been true five years ago, but it is being empathetic, resilient, inspirational, transparent and collaborative. I asked a very prominent PE investor what’s the main quality that they look for in a CFO, and they said inspirational, in particular, the ability to inspire trust and the ability to inspire confidence. And they also said empathetic. It’s sort of the reality that there’s an awful lot of people in the world that have the skillsets that I mentioned. There is a lot of people who would think strategically, have great financial skills, etcetera, but it’s the ones with the empathy, with the ability to inspire people. Those are the ones make the elite CFOs.

Corson

That really resonates in our DNA of the CFO survey, one of the key skills that what was identified over the next five years is emotional intelligence. You use words like empathetic, inspirational, collaborative. It really speaks the importance of getting the human aspects right as a leader and to be successful as a modern CFO, that’s pretty critical. As you think about how the CFOs develop strength in those areas, they are not ones that you necessarily associate as adjectives to describe finance professionals historically. So how do we get better at it?

McCullough

I have seen a 1,000 CFO resumes over the last few years. I have never once seen them describe themselves as having high emotional intelligence, yet they do. It’s one of those things they do not necessarily recognize in themselves, and they wouldn’t have gotten where they were necessarily without it. In terms of things like how do you become more empathetic if it is not something that comes natural to you. Some basic things you do just show a genuine interest in what the other person is talking about. Keep your mouth shut. Do not interrupt. Just listen. Just basic stuff like that and try to understand what they are talking about and develop a little sympathy and empathy for the things. In terms of being inspirational, it’s tough to do because for people who aren’t naturally charismatic, can they become charismatic? The jury is out on that a little bit, but you can inspire trust and confidence even if you are not naturally charismatic, just by articulating a clear vision. Always be transparent and communicate in a very forthright manner. In terms of being collaborative, just go out of your way to include others in the decision-making process. Even if you don’t take their advice, let them know that you listen to it. That’s the main thing. “Look, I am not going go that way, but I want you to keep giving me some advice because it was thoughtful, just it didn’t work out this time.” Be willing to accept failure amongst your teammates. One of the reason the American economy is as strong as it is, is because we bounced back from failure really well. We learned from our failures. The critical thing is building cross functional relationships. The CFO who spends her time or his time working only with finance and accounting people in your company, that’s the relic of a bygone era. Get to know the salespeople. Get to know the marketing people and I do not just mean the top of them. Get to know the entire marketing team or at least several of them if you can, be a well-rounded business person and remember this is not your competition. These are the people on the same team. The first CFO I ever worked for, I am sorry I should not be laughing at it, but he used to call marketing “arts and crafts.” 40 years later, it still is kind of funny to me I guess. But not really, they called us “bean counters” in his defense. It is not really helpful in the modern world to insult your coworkers. You really need to find a way to all row in the same direction.

Corson

That’s fantastic and I think this question about building stronger cross functional relationships is the key one and my observation would be I think during the pandemic that was actually accelerated because the speed with which decisions had to be made, it brought executives closer together, they had to work more closely. One of the concerns I have is does that start to drift away again without the pressures. Did you observe the team working more effectively during the pandemic? Are you seeing anything post pandemic in terms of relapsing back to old ways of behaving?

McCullough

It is interesting, right? The separation paradoxically made the functional groups closer, not more distant because they sort of had to go out of the way to be so and for several months in a lot of companies is just simply about survivability. If you had an agenda, put it aside, because this company may not be around in July, so it may have forced it a little bit, but it had a positive outcome and well, anecdotally, I have seen a little bit of it. I think by and large, jeez, I don’t want to come across like saying that the pandemic was a good thing but I think we learned a lot of lessons during the pandemic about how to work more collaboratively, about the fact that we can be productive working out of the office, although, yes, there is a value to being in the office and getting those informal relationships go to. I think the right lessons were learned from the crisis and they are making corporate America and probably the business world around the globe stronger and more efficient.

Corson

Let us continue on the people theme and you did one of the infographics around unconventional wisdom for the CFO, which I really appreciated that and you highlight the need to shape organizational culture. Are there key cultural attributes from a modern finance organization that you would observe and what would you describe the CFO’s role being in shaping and building organizational culture?

McCullough

I meant in finance and accounting, but also across the entire enterprise, the finance piece of that, let’s face it, finance and accounting does not have the best brand. It’s not seen as it is glorious as sales and marketing or engineering and whatnot but build the brand to your stakeholders that we’re a vital, critical part of it. Don’t be making decisions without input from finance and accounting. But to me, it’s largely about transparency. Give me a couple of hours. I might say that word 15 times. I will apologize in advance, but a transparent culture, people should know that they can come to the CFO, and when she says what she means and she means what she says. Always be transparent. Ethics, I think that the CFO among other things, they have to be the along with maybe the top HR person, they have to be the ethical leader of their company and then again they have to be very collaborative not only within the world of finance accounting, but across the entire enterprise. I think that’s a big part of the culture and you also want to reward people for taking risks for doing good work and a culture where people are comfortable coming out of their shell and if they make a mistake, they make a mistake.

Corson

I think that resonates and obviously with the speed and the extent of disruption, that agility is a word that comes up quite frequently.

McCullough

Stealing that from you, Myles.

Corson

And also in nonconventional wisdom in the infographic you talk about cultivating a global vision and that point about being inspirational as a leader, which I think is so important. Our research highlights the importance of getting those areas right, particularly if you are going to drive successful transformation in your organization. What do you think successful CFOs do differently in those areas?

McCullough

It has evolved. Early in my career, from a CFO perspective, global vision was just one of the tax consequences of opening up operations in Brazil versus Mexico or something like that. But it has become more strategic but that said, there are legitimate compliance type of issues that CFOs do need to think of, that perhaps other members of the C-Suite, it’s not going to be as top of mind for them. So, it is not like you can push those aside. Primarily, what I was thinking of is, if you are growing globally and expanding across the world, whether it means hiring employees, expanding your customer base, whatever it might be, just really making sure that the financial strategy and the overall strategy are aligned. That is such a critical thing. If the CFO does not understand his or her company strategy, not only understand it, be able to master it and formulate it, be a critical piece of it, something’s wrong in the modern world. They cannot just sit back and say, yeah, that is pretty cool. They have to be a big piece of it and make sure that it makes financial sense, and I do remind CFOs all the time that unless you are that one in one hundred company where the CEO (Chief Executive Officer) is a former Chief Financial Officer, you are the only person who is both a strategic thinker and a financial expert across the entire C-Suite. That is invaluable. Make sure that your company is tapping into the expertise and do not be so humble about it. That is a tough one for them to overcome.

Corson

I agree with that. I don’t think I will say just communicate, communicate, communicate. It is one thing having a vision, it is making sure everybody understands it. If they understand it and they are not brought in, that is where the execution gaps fall in.

McCullough

Yeah, you cannot over communicate.

Corson

And just on that point of communication, I just wanted to talk about the phrase you used, unleashing a personal brand and used in the context of controllers that are aspiring to ascend into the CFO role. I was just interested in why you think building a brand is so important. I very much agree, but interested in your views on the importance of it.

McCullough

It is interesting Myles because you know, when you think about it, we all have a brand. It’s who do you want to control that brand? Do you want to control it, or do you want other people to control it? It’s your responsibility and opportunity to take control of your own personal brand. Why is it critical? For one, we live in an era now where it’s not good enough to be good enough. That’s not going to get it done. If you want to be considered a thought leader within your field, you need to work on the brand. You need to get active on social media if that’s what it takes. For CFOs, that is primarily probably LinkedIn. Maybe write some papers, speak at conferences when you get the opportunity to do so, just proactively get yourself the reputation as being a thought leader in your field. For some CFOs, they are just like I would rather just do my job extraordinarily well and that is certainly an understandable instinct, but particularly if you are a visible company, your brand is very, very closely aligned to your company's brand. If your brand is somebody who is ethical, returns phone calls quickly - yes, returning phone calls is part of your brand - is forthright, is cooperative with the media, is well respected by peers, including customers more and more that only helps your company too. It’s such a critical thing. If analysts on Wall Street know this is a great CFO, they do not exaggerate, they do not hide, they don’t double talk that serves your company well. And the turnover of your typical CFO is three to five years, depending upon whom you believe, let us say four years. It’s a really good thing if you are well respected by Wall Street and PE (private equity) investors and VC (venture capitalist) investors and your own board. If you know you are going to be changing jobs every four years, you get your first CFO job when you say 40, you are probably going to have five or six CFO jobs over the course of your career. People, you better have a good personal brand.

Corson

I think you gave some great examples of how to do it and why it is important and you touched on social media, which was going to be another question I asked. Obviously, social media as you highlight is important for personal brand, externally. One of the things I would observe and interested in your reactions to it, it is also becoming increasingly as an internal communication mechanism, particularly with younger digital professionals coming into the workforce is meeting them where they are in terms of engagement. I see it as a really important part of being a leader. Is that consistent with your views? Are you seeing CFOs using it in that way?

McCullough

Yeah, definitely. In the context of controllers becoming a CFO, – controller is not a front and center job in a lot of cases, in 90 something percent of cases, which creates some challenges to building a personal brand. So how does one do that? To me, if assuming you report to a CFO, ask that person, can I attend board meetings? Can I sit in on board meetings? Can I present some of the financial numbers? Things like that. It just gets you exposure to your board of directors so that next time someone on the board is looking for a CFO, maybe you will be top of mind. I don’t know about you, Myles, I do not know anybody who is only on one board of directors. Every person I know who is on one board is on three or four boards, some of them even more than that. So, getting to know those people is a beautiful thing and even if they do not need you in their next role, they have friends who are on boards. It is like, oh, I have got this superstar controller. They are ready for their first CFO job. Let me make an introduction here. It’s things like that. Also, be recognized as a leader within the company. Mentor the young professionals. Help them grow professionally. It will be noticed by the people who mentor you as well and then make efforts to understand the business, the digital aspect of the business as well, because you did mention that. Show that, hey, you are cutting edge. You understand the value that a digital makeover can bring to a company. Understand your business. Don’t have the brand of boy, this controller is really good at closing the books because there is so much more to the role than that.

Corson

Building on this theme of communication and effective communication, the role of CFO as storyteller is really important one, and you talk about it several times in your pieces. Are there some specific things that you think good CFO storytellers do to create really effective engagement and communication?

McCullough

There is a couple of different types, but we are fortunate we probably live in the era of the greatest business storyteller ever, Warren Buffett.

McCullough

Brilliant in its simplicity, because a hardened Wall Street analyst can read that and get great insights into the business, and your grandmother can read it and get great insights to the business as well. He is absolutely brilliant. So don’t listen to me. Just copy whatever it is that he is doing. But in terms of just practical things you can do right now, I’d say the first thing in communication, whether it is verbal or written, is know your audience, who you are talking to. If you are talking to the board of directors, even though it’s the same set of facts and you have to tell the same set of facts to a different group, that’s different than if you are presenting to a company meeting or to independent investors or whoever it might be. So, know your audience and make your presentation specific to that particular audience. Determine in advance what the message is that you want to share. Again, it needs to be a truthful message. If you had a great quarter, focus on that. If you struggled a little bit, why you struggled, you acknowledge that you struggled but you don’t want to spend an entire presentation on the struggles that you are having. You want to change that a little bit to these are the struggles, these are the steps we are taking to fix it so that this doesn’t become a recurring thing. Create a narrative arc. Every story has a beginning, middle and end. Think about what yours might be in advance and more or less try to follow it. Use data as best you can. Forgive me, I know you work for Ernst & Young, but don’t use GAAP (generally accepted accounting principles) accounting or do not rely on it exclusively, particularly if it’s a non-finance audience because GAAP accounting has become so technical that non-CPAs can’t necessarily follow it as well, as they essentially shall figure out what your firm's best KPIs (key performance indicator) are, communicate using that and then highlight the human element whenever you can. Make it relatable to people in your audience.

Corson

That’s a great lesson, really well articulated, and I am going to go back to where you started. That quote about simplicity is the ultimate sophistication. I am never quite sure who it gets attributed to, but it is such a great one and I think showing real mastery and understanding of the topic by able to distill it down into simple words and explanations that I think is such an important lesson for all of us.

McCullough

Myles, I am going to attribute it to you. I had never heard it until this moment. So, to me, it is all yours.

Corson

I mean it is Winston Churchill or Da Vinci, so it is one of the two that they are normally, it is not about Mark Twain, isn’t it?

McCullough

Yeah, it does sound Churchillian to me I would say.

Corson

I will claim that one being my countryman. One of the things that we found during our research is, as you have alluded to, the scope of the CFO has evolved and one of the challenges is how do you educate yourself and prepare for those new skills and staying relevant. Staying educated is clearly a challenge for CFOs given everything they are responsible for. You have highlighted the importance of expanding networking horizons, pursuing diverse learning as being something that you would encourage CFOs to do. How else do you suggest CFOs stay ahead of the game?

McCullough

I found and look what I do for a living, so obviously I have a little bit of a bias, but to me it’s to stay ahead of the game it is find a peer network, people you can rely upon, give some really good advice, and learn from your peers. I wrote a book a few years ago called Secrets of Rockstar CFOs and I interviewed 40 CFOs, and they were like really good CFOs. It was some of the best run nonprofits, Fortune 50 CFOs, Silicon Valley startups and everywhere and there wasn’t one of them who did not have a mentor or multiple mentors at some point in their career and they were involved in peer networks, formal and informal. There was one guy, I live in the Boston area, he was a tech CFO. He looked up what some of the best software companies in Boston were, and he just called the CFOs and said you want to get together once a month and discuss what’s on our minds. Kind of bold. He did not know them. They have been doing that 10-12 years now and that is really effective for him. The network of your peers is terrific, but also build a network with your CEOs and maybe with CEOs, your own and other CEOs in the industry and board members. Go to CEO tech conferences as well as CFO conferences once in a while. You’ll learn so much and I was at one recently, it was a CEO conference, one of the CEOs he said he wished the CFO thought of himself as the Chief Cash Officer. I was about to roll my eyes until I realized about a half a second later he was getting a standing ovation from all the CEOs in the room. I would have thought that was a really dumb idea in a different context, I have to admit, but clearly it resonated with people who run companies. So now I tell CFOs, think of yourself as the Chief Cash Officer like it is my original idea. Listen to as many smart people as you can and learn from them.

Corson

We spent a lot of time talking more about the team side of that equation that you started off. So let us just go back and touch on the tech side. You have talked about being a leader in tech innovation and we touched on GenAI and AI as being a current hot topic. As you think about what are some of the key opportunities and risks for CFOs around the adoption of new technologies, where do you steer them?

McCullough

GenAI, of course, unprecedented opportunities in terms of if your competition is not embracing GenAI, it can give you a strategic advantage in the marketplace. It can make you more efficient. It can make better, faster decisions. These are all beautiful things, and people with average technical skills can embrace GenAI and get to the front of it. There are downsides to it though, too. Some of the big ones are data privacy, security. One CFO told me that he noticed that his controller suddenly was coming up with all sorts of vastly improved analytical insights that he did not think the controller had the aptitude to do until right around when GenAI went mainstream. and it is the realization that almost certainly financial statements are being shared with GenAI and some other tools. There is real privacy issues there. Is it gone instantly? Does it stay somewhere? Is it susceptible to hacking? Can someone read it? So there is privacy issues and the stuff I do is not exactly the most private in the world that I would put on GenAI. For other people, it really is, and you really want to put your customer privacy information out on a thing like that that has unproven safety? Further to that there is also ethical issues about using robotics, that perhaps they are more societal than specific to CFOs, but there are some downsides that we need to consider as we embrace this incredible technology. The upside is so high. I remember when I was in high school telling people that I was going to study accounting, and a lot of the smart people told me it was a big mistake because of the advent of computer technology there would be no need for accountants in five years. These were like smart, thoughtful people. It couldn’t have been more wrong because it empowered accountants. It created far more need for accountants than there ever was before and even the long run, the same thing is likely to happen with GenAI. It just there is going to be some stumbles getting there.

Corson

I agree with you. I think we are always in these hype cycles initially while we figure it out, but ultimately the opportunities for good smart accountants with business acumen to unlock the power from vast sources of data has to be a positive. I think the opportunities for us outweigh some of the threats, albeit as you say, we need to make sure the guard rails are there to protect.

McCullough

And that comes back to CFOs is the most ethical person in his or her company. That simple.

Corson

Absolutely. So, one of the area that has been a very hot topic is ESG and sustainability and a lot of focus from a finance perspective about the role and the CFOs you talk to, what do you see this sort of emerging role for CFOs around sustainability?

McCullough

CFOs do need to take a leadership role in it, not the leadership role in it, but a leadership role in it. They have got to be fully committed, put the resources that they can behind it. The good news is there’s a lot of companies doing it right already that can serve as role models. In fact, I recently interviewed Fortune 40ish type of company. So, a big, big company. They measure the environmental impact on everything they do. It’s just a KPI, she had said it is like any other KPIs in finance, sales, marketing, everything. We measure it. Everything is measurable: how they run their factories, even things like executive travel. They consider the environmental impact of all of those decisions and there is nothing too small to not at least think about reviewing. It was sort of her takeaway and when you think about it, a huge company like that can do it other companies can figure it out as well. It is a compliance issue, which is why CFOs are into it. But you also need to think of it as part of your overall strategy as well and you know, by the way, there is a lot of even if you are not a decent person and, you know, most CFOs are, admittedly, but there is a lot of reasons to just behaving in an ethical manner, including from a sustainability perspective. Investors don’t want to put money into companies that are polluters. They don’t want to put money into companies that are lousy places to work and treat their customers poorly. They want to put their money into ethical companies. Putting aside that it is the right thing to do, it is actually really good business to put some effort into sustainability and do it now. You start five years from now. It’s not going to be any easier.

Corson

That is a great way to wrap things up Jack, so I appreciate you sharing those insights. So, we will just close things out with a few rapid-fire questions. What is one of your all-time favorite quotes and why?

McCullough

Can I give two?

Corson

Sure.

McCullough

It is because I am a simple person. But the first one is it applies in business though she was not a business person – Amelia Earhart. She said the best way to do it is to do it. She was saying the point I take in business is don’t over analyze things. I have seen people just they cannot make a decision, they just have to analyze and whatnot. Sometimes you just got to get stuff done. You want to do it, just do it and then the other one was by that famed thinker, Mike Tyson, who said everybody has a strategy until they get punched in the mouth. And you know, what I like about that is you can spend weeks, months, days, whatever, coming up with a strategy but sometimes in the real world, it doesn’t work. So, it becomes how resilient a leader are you and how resilient a company and a culture did you develop that is going to survive these hiccups. Mike Tyson and Amelia Earhart, my two favorite people in the business world.

Corson

That is some different perspectives. There is some diversity there. So, thank you for that. What piece of advice has been the most impactful on your career?

McCullough

Always be intellectually curious. Never stop learning. The two best questions that you can ask. The second-best question is why? Because what that does is it helps you to understand. It also might help the person you are asking to understand a little bit because now they have to think about, “good question, why am I doing this? Why are we taking this?” I think the best question is why not? What why not does that why doesn’t do is it opens up possibilities. Why can’t we do X? There is no obvious reason that we cannot do X. Let us not eliminate it, right? Let us give this a little thought. Those are the two questions to me that you should be asking a lot, remain intellectually curious and those are two great questions that support that.

Corson

And then finally, we are all obviously under a lot of stress and pressure with everything going on around us. How do you maintain your well-being and balance?

McCullough

I think everybody that I talked to claims to do CrossFit or run Ironman triathlons. It gives me an inferiority complex. But I am very family oriented. I am the father of two special needs sons and so, you know, I focus on the family quite a bit. Also, just a little fact about me, I was adopted as a child, and I relatively recently met my biological relatives, and there is two sets of them. My parents, didn’t marry each other, but they both started families. So, I now have five sisters and three brothers that I did not have growing up and I have gotten kind of close with three of my sisters. One of them, odd coincidence, she happens to live a mile from me. How about that? Right. So, I have got to know them really well and it’s really been a joy to get relatives that I did not know exist and get to meet them as an adult.

Corson

That is a wonderful story and I appreciate you sharing that personal aspect. So again, Jack, it has been fascinating talking to you. Really appreciate you sharing your insights and thanks again for joining us.

McCullough

Thanks for the opportunity. It was a lot of fun and I hope maybe I can have you on my podcast when I launches it Myles.

Corson

Very good. I will be happy to return the favor.

Corson

If you’ve enjoyed this or any episode of The EY Better Finance podcast, please leave a rating and review and don’t forget to subscribe so you get future episodes. You’ll find related links in the show notes or ey.com/betterfinance. And as always, thank you for listening and if you have ideas or topics you would like to see covered or guests you’d like to see featured, please don’t hesitate to reach out. I look forward to speaking to you next time on The EY Better Finance podcast.

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Myles Corson

EY Global and Americas Strategy and Markets Leader, Financial Accounting Advisory Services

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Season 6, Episode 8

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EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.

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What sets exceptional CFOs apart: unlocking the secrets of success

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