A CFO’s ability to spot talent is a cornerstone to every finance department. With accounting shortages, Gen Z's lack of enthusiasm around corporate finance, and technology's rising impact on the way work is done, finance chiefs face considerable challenges in building — and retaining — the talent they need to succeed.
In this month’s Peer Audit, we asked CFOs: What jumps out to you the most when interviewing someone and makes you think this person is a must-have for my finance team?
Ilana Esterrich
CFO, Planned Parenthood Federation of America (Oversees body of 600+ women’s health clinics in the U.S.)
Esterrich says:
I think some employers, some of my peers across the not-for-profit, as well as the for-profit industry, get wrapped up in the job descriptions and we need folks who fit 100% of the description. It's like we're looking for perfection. I think if someone can meet at least 80% of the job's function, I can teach them the other 20%.
For me, I look for people who have a desire to pull themselves up by their bootstraps, find solutions to their problems, and are willing to admit they don't know, but I'm going to find out. It's the ability to solve problems, advocate for solutions, and work productively in cross-functional teams that I look for. People who are willing to put the work in to make the organization better, faster, more efficient, and more effective.
Jack Hartung
CFO, Chipotle (global fast-casual restaurant chain)
Hartung says:
I think it starts with being smart. Not necessarily book smart, but you've got to be able to think through a problem and be a good problem solver. So, I think that you've got to have the ability to see the landscape of a business or an industry to identify opportunities for growth and problem-solving in the marketplace.
Second, I think it's about passion and investing themselves in a cause they care about. Whether you're recruiting or being recruited, you can sense someone's energy or passion about whatever problem or challenge they are trying to solve. I think that can be contagious.
Being charismatic is important too, but not in a cheesy way. I mean it in the sense of someone who can clearly communicate what the company stands for and what the strategies are. I think being able to have that ability is super powerful.
Christopher Crawley
CFO, Hofman Hospitality (ownership group of Lucille’s Smokehouse, Hof’s Hut, and Saint and Second)
Crawley says:
I can pinpoint that it's definitely a person who can be adaptive. I always look for that. If you're just regimented within the four walls of what you know, that poses difficulty. When hiring, I am looking for someone with an open willingness to change, and who is also able to adapt quickly, or just having a willingness to do that.
The other part of it too, is I've always been aware of the opportunities that people I've known have gotten over the years who are willing to embrace things like a change in processes, or doing something that moves things forward and outside of the box. I have not only been successful within the organizations that I've led but outside of that as well. So I think that's definitely a trait that I see in the most successful people I've seen.
Yoana Land
CFO, Transformation at L’Oreal North America (global cosmetic supplier)
Land says:
In my experience, you know if you're going to hire someone within the first two minutes of the interview. The rest is just to stay there and confirm that gut feeling.
I want someone comfortable with stepping out of their professional comfort zone and showing that through a diverse background of experiences. I don't want someone who just knows one part of finance and accounting, I want someone adaptable in the moment, someone who has a fire underneath their, well, you know.
Pete Susca
CFO, MSI Viking (metrology equipment provider and servicer)
Susca says:
A team player. Someone willing to dig in and do what it takes to get the job done. A want to get the job done right is critical. The guy who knocks you over on the door at 5 p.m. to get out the door is not that guy.
I'm not saying you have to work like me, I'm a workaholic. But you want somebody who's a dedicated hard worker. You need someone you can trust, and be honest, especially if they're dealing with the business' bank accounts.
Michael Tannenbaum
COO (former CFO), Brex (corporate card issuer)
Tannenbaum says:
I value where someone comes from. How someone started versus where they are now is important to me. Especially for someone who may have started more ahead in life. Do they dream big, which is one of our company values.
Just because you were a barista doesn't mean you get the job, though. But, if you start there, and now you're a director-level person, it’s more impressive if you were born the child of a CFO or CEO and went to a fancy boarding school.
I worked at Starbucks when I was younger, I always had a lot of jobs, so I value hard work. I wasn't poor by any means, but my parents made me work. I think it’s an ability to deal with hard moments that is developed in those types of jobs that can provide learning lessons that are so valuable in a corporate setting.
Bob Mermelstein
CFO, Pittsburgh Botanic Garden (Pittsburgh’s largest public gardens, non-profit)
Mermelstein says:
I feel like I can work with just about anybody. I try to use my personality as a way to embrace all the good parts of everyone that I see. My accounting manager was a forestry management major in college, something you don't typically look for in someone who is doing accounting for your organization. When I interviewed him, I looked at his resume and said okay, you didn't check one box, but why do you think I am still intrigued?
It's just about being passionate and emotional about who we are and what we do. I always look for people who will mesh with the people they will work with day in and day out. They have to have the typical skills the role needs, but you can be the most skilled person in the world. If the personality doesn't work, it's not going to work.
Erik Nakamura
CFO, Orange Comet (Web-3 gaming and development company)
Nakamura says:
I'm looking for people with a growth mindset when I am hiring and filling spots. It's the same thing when I'm coaching basketball, I'm looking for hard workers and grinders too, because not everyone can be the alpha dog. You can't have an entire team of alpha dogs or else there will be fights.
I always say to people you can be good at what you do from a technical perspective, but your ability to be part of the culture is huge. I've worked with a lot of great salespeople in the past who have made a lot of money for the company, but maybe weren't the best for the culture of the company. So technically great at what they do, but they leave a wake of destruction in their path.