Most ERP implementations do not fail because of the technology. They fail because of what happens before the system is even turned on.

In this episode, I sit down with Sharon Barboza, Manager of Digital Services at Citrin Cooperman Advisors. Sharon is a licensed CPA who has worked on every side of finance, from public accounting to controller to senior NetSuite consultant. She has seen hundreds of growing businesses go through system implementations and knows exactly where they break.

We break down the five most common reasons ERP implementations fail. Why accounting is always the last department brought into the conversation and what that costs in redesign and delays. The client who mentioned a Bulgarian subsidiary one week before go-live that nobody knew about. Why accountants resist leaving Excel and how to show them the value without making them feel replaceable.

The 78-tab forecasting spreadsheet that took days to update and why that was the wake-up call. How to build a roadmap that plans for where the business is going, not just where it is now.

What to look for in your chart of accounts before you realize you needed it. How one client went from a failed implementation with another partner to a successful launch by rebuilding trust from scratch. And how embedded banking tools like Fispan eliminated the constant cycle of broken bank feeds and manual file transfers.

Whether you are a finance leader about to start an ERP implementation, in the middle of one that feels like it is going sideways, or still trying to decide if it is time to leave Excel, this episode covers the full picture.

This episode is brought to you by FISPAN. Learn more at fispan.com.

She spent 19 years at Southwire. She started in treasury, moved through business unit finance, became Chief Accounting Officer, and then made a move nobody saw coming. She left finance to run supply chain at a $9 billion company that provides cable for and electrical transmission throughout the US.

In this episode, I sit down in person with Christy Wright, Executive Vice President of Supply Chain at Southwire. Christy also recently served as Interim CFO while continuing her supply chain role.

We talk about what made her leave finance after checking every experience box. Why she says curiosity and a connection to the supply chain team years earlier planted the seed. What surprised her about the operations side, including having to learn the periodic table to understand the materials her team works with every day.

How her finance background gives her a different lens in supply chain, from her focus on scrap and recyclability to her appreciation for lean and continuous improvement. What it felt like stepping into the Interim CFO seat while running supply chain and why prioritization and sleep became non-negotiable.

Why she says people leadership is the hardest and most continuous work of her career. Her advice for controllers and CAOs who want to become CFOs, including why a lateral move might be the most important one you make. And the 12 for Life program at Southwire that brings at-risk youth into manufacturing to earn a paycheck, learn skills, and finish high school.

Whether you are a finance leader thinking about stepping into operations, already in the CFO seat trying to understand the business better, or building your career at one company and wondering if that is enough, this conversation covers it.

This episode is brought to you by FISPAN. Learn more at fispan.com.

She spent her entire career in accounting and finance. Public accounting, FP&A, financial reporting, corporate accounting. Then she made a move nobody expected. She went into operations. And when she came back to finance as a CFO, everything was different.

In this episode, I sit down in person with Donna Cohen, Chief Financial Officer at CarMax Auto Finance. Donna has been at CarMax for almost 14 years and is a board-ready qualified financial expert with deep expertise in M&A, spinoffs, restructurings, and automation initiatives.

We talk about what operations taught her that finance never could and why she recommends every finance leader try it. How she uses a different part of her brain now that she has seen both sides. The PE experience in the hotel industry that broke her faith in corporate America, including the downsizing, the restructuring, and the day she negotiated her exit and called it her "liberation day."

How she ended up at CarMax after thinking she was done with corporate forever. Her strategy for making change stick inside a large organization, including finding champions, planting seeds, and being comfortable with not getting credit.

How she introduces AI to teams that have never even used ChatGPT at home. The mentor who gave her an engagement to run after just one year and wrote her a letter about growth over perfection that changed how she leads to this day.

The breaking point where she realized she was giving everything to work, her kids, and her husband with nothing left for herself. And why she says she never even knew she was capable of being a CFO.

This episode is brought to you by FISPAN. Learn more at fispan.com.

Most finance leaders think about making the jump to a private equity backed company at some point. Very few know what they are actually walking into.

In this episode, I sit down with Chris Voudouris, a 3x PE CFO who has been on every side of the table. He started at KPMG in audit, moved into transaction services analyzing deals on both the buy side and sell side, then made the leap into private equity. He has led finance at multiple PE-backed companies across different industries and moved his family to Atlanta for his first CFO role knowing nobody in the city.

We talk about what nobody tells you before you take a CFO role at a PE-backed company. The three lenses he uses to evaluate any opportunity before saying yes: the investment, the business, and the people. What documents you should be asking for before you accept the role, from the confidential information memorandum to the quality of earnings report.

How he builds trust with his CEO and why he says the foxhole relationship is everything. The budget error that wiped out 15% of projected EBITDA growth he had just presented to the board and what happened when he told his CEO immediately. Why he lives by the rule that relationship always trumps the issue.

How to be the chief interpreter of your organization as a CFO. The difference between stress that motivates and distress that destroys. And his honest advice for anyone in public accounting thinking about crossing over into PE.

Whether you are considering a move into private equity, already in a PE-backed role trying to navigate the pressure, or a first-time CFO figuring out how to evaluate your next opportunity, this conversation is the playbook.

He spent over 20 years at Ernst & Young. He did a secondment to Berlin, Germany by himself. He went back to Alabama to take over the CPA firm his father started 50 years ago. And then he made the leap to CFO of a Nasdaq-listed AI company.

In this episode, I sit down in person with James White, CFO of ScanTech AI Systems. James is a multi-state CPA, an AICPA board member, and the son of one of the first Black CPAs in the state of Alabama.

We talk about what kept him in public accounting for 20 years when most people leave in five. How he made himself easy to get to know in rooms where he was often the only one who looked like him. Why he believes being the smartest person in the room is not what gets you ahead. What he had to learn and unlearn when he moved from auditor to CFO.

How he motivates people who are not as driven as the type A teams he came from in public accounting. Why he told a room full of AICPA leaders that he has always felt like an imposter and how that honesty actually helped him. T

he moment his daughter said she did not want to be an accountant because of how much he worked, and how that changed everything about how he leads. And the generational story that starts with his great-grandfather building a park in Alabama and ends with James sitting on the AICPA board.

Whether you are in public accounting thinking about making the jump, already in the CFO seat figuring out how to lead, or trying to understand what it really takes to make people want to work with you, this conversation covers it.

She won six Canadian national championships in speed skating and was training for the Olympics. Then, had a car accident at 18. Four knee surgeries. Three years of rehabilitation.

Today Lori Kaczynski is the Senior Vice President and Chief Audit, Risk, and Compliance Officer at Graphic Packaging International, a Fortune 500 company headquartered in Atlanta. She leads global internal audit, compliance, and enterprise risk management.

In this episode, I sit down in person with Lori. We talk about what competitive athletics taught her about discipline and resilience that she carries into the boardroom today. How she moved from a small Canadian town of 5,000 people to building a career in Atlanta with no coaching and no roadmap.

Why she hires internal auditors based on soft skills and culture fit before technical ability. The difference between leading audit with an enforcement mindset versus a business partner mindset and why one gets people to call you with their problems and the other makes them hide.

The Von Mises framework she uses when people resist change. How a network of 60 Fortune 500 women chief audit executives became her most valuable career resource. What her husband accidentally taught her about networking. And why she is building what she calls a "portfolio career" for what comes next.

Whether you are in audit, risk, compliance, or any finance leadership role, this conversation will challenge how you think about what it really takes to lead at a high level.

He started at Ernst & Young, moved to Home Depot where he had a front row seat to one of the most operational CFOs in the country, then jumped into high-growth startups and never looked back.

In this episode, I sit down in person with Chad Gold, 2022 CFO of the Year by the Atlanta Business Chronicle and current CFO of Fullstory. Chad drove 10x growth in enterprise value at SalesLoft to over $2.3 billion and was the first CFO at G2.

We talk about why he left the stability of Home Depot for startups and what his wife thinks about that risk. His "lines not dots" principle for building relationships that actually shape your career. His playbook for the first 90 days in a new CFO role and why most leaders make the mistake of trying to tackle everything at once. How to get the business to bring finance in early instead of after the fact. Why the CFO, not the CTO, should be leading AI adoption inside the company. How his team cut the close process by 50% using AI and is going for another 50%. The SEC agent they built that reviews contracts in minutes. How they automated daily cash reporting with Claude in five minutes. Why he thinks the finance org chart is shifting from a triangle to a diamond. And the whiteboard lesson from his Home Depot boss that changed how he thinks about success forever.

Whether you are a CFO trying to figure out where AI actually fits, a finance leader navigating high-growth, or someone thinking about making the leap from big company to startup, this conversation covers it.

In this episode of The Diary of a CFO: Live in Atlanta, I sit down in person with Tiffany Willis.

Tiffany is a global investor relations executive who recently served as Senior Vice President at Starbucks, where she managed nearly $130 billion in market capitalization. She is a Wharton graduate, an Adjunct Professor at Emory University's Goizueta Business School, a CPA, a Lean Six Sigma Black Belt, and a former Miss Black Georgia USA.

Behind that bio is a story most people would never expect. Tiffany was pregnant at 14, dropped out of school in the 9th grade, and was homeless. She kept her baby's milk on a windowsill because she had no refrigerator.

We talk about what carried her through that chapter and into boardrooms with Howard Schultz and Mellody Hobson. How she transitioned from public accounting into investor relations and why that shift required a completely different way of thinking.

The art of storytelling as a finance leader and why most finance professionals struggle with it. Her swimming pool analogy for how to make numbers feel real to non-finance people.

The WIFM framework she uses to get buy-in across every function. How being Miss Black Georgia USA gave her the communication foundation she uses in boardrooms today.

And why she wrote her book Own Your Narrative to help leaders stop hiding from their story and start leading from it.

Get Tiffany's book, Own Your Narrative: https://www.amazon.com/Own-Your-Narrative-Resilience-Restored/dp/1918077835/ref=tmm_pap_swatch_0

He dropped out of high school. He was a single father. He started his career at a cottonseed company. Now he oversees $3 billion in annual revenue across 76 offices in 45 countries as the Global CFO of Baker McKenzie, one of the largest law firms in the world.

In this episode, I sit down with William Washington III. William brings a rare combination of financial acumen and operational expertise shaped by senior roles at Hogan Lovells, Accenture, and Fannie Mae. He is a certified Six Sigma Master Black Belt and a Bloomberg New Voice on the future of finance.

We get into what it actually looks like to lead finance across 45 countries and how he adapted his communication style for teams that speak different languages and operate in different cultures. How he evaluates a finance organization when he walks in on day one. The executive coaching session where a 360 review showed him something about his leadership he did not want to see. Why the drive that made him a great director was the same thing holding him back from becoming CFO. How he leads as a self-described introvert, including how he sets boundaries to recharge. Why he went back to school for a Master's in Law Firm Management just to understand his industry. And his philosophy on the three books every finance professional should always be reading.

Whether you are a finance leader trying to grow into the CFO seat, already in it and figuring out how to lead at scale, or building resilience through a chapter that feels impossible, this conversation will meet you where you are.

Most finance teams spend two weeks building a board report that gets reviewed in ten minutes. The formatting alone could take days. And if one number changes, the entire approval cycle restarts.

In this episode, I sit down with Fabian Ferrada, Senior Solutions Engineer at Insight Software. Before moving to tech, Fabian spent over a decade in financial and operational leadership for a publicly traded company, carrying P&L responsibility on major projects across South America and the Middle East.

We break down what a great board presentation actually looks like versus what most teams are delivering. Why three out of four manual disclosure processes contain at least one number appearing differently across documents. The real cost of broken reporting, and it is not just overtime. How to present bad news to a board and keep their trust. The difference between board reporting and investor reporting and why most manual processes can barely handle one. And a real case study where a company with 12 subsidiaries across 6 countries cut their disclosure process from weeks to days.

If your team dreads reporting season or your board deserves better than what you are currently delivering, this episode will show you what the fix actually looks like.

Brought to you by insightsoftware's Certent Disclosure Management (CDM). Visit insightsoftware.com/board-reporting to learn more.