286. The New CFO: What Does It Really Take to Step Up Into the CFO Role? with Nicola Horton
Episode Details
Transcript
In this episode of CFO 4.0, host Hannah Munro is joined by Nicola Horton, Principal at the CFO Centre, to explore what it really takes to step up into the CFO seat and thrive once you're there
Nicola draws on her own journey from financial controller to CFO, including leading a business turnaround in her first CFO role, as well as nine years spent coaching finance leaders through that same transition - sharing practical lessons on everything from building the right team to nurturing bank relationships that take years to earn trust.
In this episode we cover:
- Why starting a CFO role at a new company can be easier than an internal promotion
- The most common gap when people step up: letting go of the detail and thinking strategically
- How to build trust with your bank long before you need their support
- Why "the right team" matters more than almost anything else
- How to bring a reluctant owner-manager or board on side with bigger decisions
- Nicola's advice for making the most of your first 100 days in a new CFO role
Links mentioned:
- Nicola's Linkedin
- Learn more about The CFO centre
Speaker 0
Welcome to CFO four point o, the future of finance. The CFO role is changing rapidly, moving from cost controller to strategic visionary. And with every change comes opportunity. We are here to help you take advantage of this transition to win at work, drive your career forwards, and lead with confidence. Join Hannah Munro, managing director of ITAS, a financial transformation consultancy, as she interviews key experts to give you real world advice and guidance on how to transform your processes, people, and data. Welcome to CFO four point o, the future of finance. Speaker 1
Hello, everybody, and welcome to this episode of CFO for Witto. I'm your host, Hannah Munro. And today with me is Nicola Horton, who is one of the principals at the CFO Centre. So welcome, Nicola. Thank you for joining me. Speaker 2
You're very welcome. Looking forward to this. Speaker 1
Me too. So we're both excited to do this episode, which is always a good thing. So so tell us a little bit about yourself, Nicola. What was your journey into CFO? Speaker 2
Okay. Well, I have always been in finance, and I guess just naturally kind of worked my way up the ladder. I wouldn't describe myself as anyone particularly ambitious. I just was hardworking and very conscientious and ended up as, CFO oh, gosh. I don't really want to think about how many years ago, really. I did a long time ago and worked for I've done a lot of manufacturing experience, but also kind of associated industries like distribution, etcetera. And, did a big business turnaround project in my last full time kind of employed role. And I was coming to the end of that and thought, what next for a challenge? And someone introduced me to the CFO center, and I thought, oh, that sounds exciting. Bit of variety, doing something different. You know, a bit more flexible, meeting lots of people. So that's where I ended up, and that was nine years ago now. Speaker 1
And, obviously, you've done, you know, a number of different roles, and you work your own way up the ladder. So how did you find that transition from sort of, you know, FC, FD through to CFO? What were some of the big shifts that you found? Speaker 2
Yeah. I think that I think it sometimes helps that you kind of move employer when you're taking a step up because it saves that, you know, the difficulty of moving out of one role into another. That's not always been the case. I have been kind of started in one role somewhere and ended up in a in a more senior position, you know, taking on more responsibility. But I've certainly found the steps easier when it's been in in a new a new role, new employee, because you're kind of starting from scratch. What I found has happened quite often is that a role I've moved into has been almost like a newly created. So the, you know, the business is getting to a certain size that they need the extra layer, and they've introduced it, whether it be a new financial controller role or obviously a a CFO, then that's been quite an interesting because you're almost forming that role yourself as you go along in terms of what your priorities are, etcetera. But there's been a bit of a mixture. I have equally stepped into someone's shoes and gone in there. A couple of times, I've stepped into someone's shoes who's still in the organization. So my first financial controller position, I went to join a business where the previous financial controller had become the FD. So that was quite nice because, you know, I was taking over her role. She was new into the FD role, so we kind of found our way together. So there's been some interesting dynamics, I guess, in terms of role changes. Speaker 1
And that's really interesting because traditional advice sort of says take the step up in an organization where you have, like, the knowledge of the business and how it operates. But, actually, what you're saying there is there are some advantages to getting that step up role in a in a new organization. Speaker 2
Yes. Definitely. I think you you know, starting the role is slightly easy because it's all new. You know? You you you're not having to let one role go and start, you know, move into another. But, also, I think the natural challenge that we should bring to our finance positions comes when you start in a new business because, of course, you've got a hundred and one questions to ask. And it's a great opportunity to ask lots of different questions, whether it be something about, you know, finance, but also about the rest of the organization, whether it's commercial stuff or operations. So really getting to understand the business is vital to our success in these roles. And that's you know, starting in a new business is a really easy way to do that, I think. So I've always found that the most interesting because it does feel like, well, I'm just gonna go in, absorb everything like a sponge, ask loads of questions, and really get my you know, feel like I'm getting up and running quickly. Speaker 1
And, we haven't mentioned this yet, but, obviously, you do a, a lot of work coaching, being able to step up into that CFO role. So what do you see as the biggest challenges with people making that step up? Where do you see the gaps? Are there any patterns? Speaker 2
Yeah. It's it's a good question. I mean, one of my very long standing coaching roles that I've had since being part of the CFO center, was one of my earliest clients, actually. And he had been in that business for a long time, many, many years in the finance team, and he kind of, you know, take responsibility on, etcetera. And one of the shareholders was leaving, so he was promoted into the FD role, but had never done that before. And that's where my, you know, appointment came in and that I work very closely with him. So I kind of got a view from the other side of the table almost to see the areas that he felt that he you know? Yes. I understand everything there is to know about the business, but I've never been an FD before. So I had to have someone working alongside him who could say, you know, these are the kind of things that you need to be looking at, looking out for, thinking about, you know, understanding that more strategic role. That was really, really helpful for him. And I think that often, people are promoted into a role, and then it's a case of, well, it's over to you now, and yet they might that might be a step up for them, and it's quite a challenge, really. So I think that really helped him to have that, you know, person alongside him who could. And also who could answer questions when he said, you know, should I be looking at this? Does this look strange to you? What do you think about this? And that has been really, really helpful. Speaker 1
And with that, where do you see as the big gaps when people move from FD to CFO? Is it a skill gap? Is it a mindset gap? Where where do you think the the the challenges in that next step of role? Speaker 2
I think it's probably a little bit of both, actually, because there are skills to operating more strategically, which obviously is the role of the CFO. And if they've been promoted into the CFO role, it's very easy to keep, perhaps, a hold of some of the detailed stuff, Whereas there's a bit of comfort with that because I know how to do that bit. And there's a you know, there's sometimes a an easiness to thinking, well, I'll just hang on to that bit because I can do it and without, you know, taking a step back and thinking, actually, I need to be looking at the bigger now. So perhaps skill set is not quite the right word, but certainly a desire to hold on to what they feel comfortable with. And equally, you know, mindset, thinking about what their priorities are and what their real purpose is and what the value of their role is to be looking at the bigger picture and supporting, obviously, the rest of the the board of directors or, you know, whoever's in that kind of senior decision making team. And it's it's, you know, being able to step back and and almost have a better understanding of the rest of the business other than just perhaps being focused on the finance function, which might have happened whether they've been in a financial control position before, for example. So, yeah, that's Speaker 1
a bit of both. And and if you flip back on your experience, what did you find hardest about making that transition into your first CFO role? Tell us a little bit about that. Speaker 2
Yeah. I think that similarly obviously, it depends who you've got in your team. So when I went into my first CFO role, I was replacing someone who, you know, was exit exiting. So I was taking on a role that was already established. I think I was coming in at a slightly higher level in terms of experience and and what that role was going to evolve into. But it's because the team was already established. I already had the right people in the team who were doing the more task driven things. It enabled me to have the time to be able to come in and not have a list to do list of I've got to do this every month or whatever. It's a bit Yeah. They actually get to understand. Also, the the, business had appointed a new managing director at the same time on purpose. So we suddenly have this massive task ahead of us to turn this business around. So I naturally was kind of drawn away from more of a financial controller position and more into, I haven't got a choice here. I've just gotta think, right, how are we gonna turn this business around? So I guess it was slightly easier because there were some real priorities that we needed to focus on. So I didn't have I didn't have the kind of comfort of going back and, oh, I could just, you know, play about with this bit over here instead. Speaker 1
You you you say that in that it it was easier to have those two priorities, but going straight into a business turnaround No. Challenging first role as a CFO. Speaker 2
Yeah. It was a challenge and very hard work, a lot of effort, and, obviously, you've you've gotta feel very passionate about the business and and wanting to it to succeed. A lot of it was yes. Of course, there were financial challenges, which, you know, I had to fix. There were always new things that I'd not faced before. So I would say, certainly, in terms of learning on the spot, learning on my feet, you know, knowing who the right people were to build relationships with externally, whether that was the banker or the people that were supporting the business, all those kind of things. It was quite I've gotta think of my feet here and do the right thing. But equally, it was about making sure that the the team was right and they've got the right people in the organization and that, obviously, we have to do lots of things around restructuring, etcetera. So, yeah, there was just a lot going on, But, certainly, building the right people around you to start off with was the most important thing because if you've got a good team behind you, you can get on and prioritize. Whereas if you're trying to, you know, fix problems as you go along because you're not getting that information right or that person's not right for the organization, that just makes everything a lot harder. Speaker 1
And when you look back, like and we'll take about you know, even if we take out the fact that you're a new CFO, right, a business turnaround is is not an easy task. So, you know, when you look at that, like, what did you learn about that? How does that you know, what advice perhaps you know, it's a challenging environment right now. What advice would you give to other CFOs that are perhaps facing some a similar challenge? Speaker 2
Yeah. That's a good one. I try not to talk back too often because it was blooming hard work. Yeah. I I would it's like everything. I think I think it's probably in all roles, but certainly in in in finance. I think the more challenging the role is, whether that's because, you know, the situation the business is in, that's when we learn. That's when we learn stuff. And I was able to, you know, go tap back into contacts I've made outside, you know, the businesses that I've worked for previously. So whether that's, you know, a really good insurance broker that you can have a good chat with or very good people in funding world, all those kind of things are really, really helpful because that becomes your support network in terms of who the right people are to support. You know, having a great relationship with your bank, critical when you're in that situation because you need you need them to feel confident about what you're talking to them about, and therefore, they'll support you. So I think the biggest learning was be prepared to to get, you know, good contacts. Definitely. Speaker 1
And you mentioned there about the importance of a strong relationship with your bank. What what does that look like, and how do you how do you get that relationship? What, you know, what what did you do differently perhaps to to actually drive that than the previous finance person? Speaker 2
Yeah. I think I mean, that comes up time and time again with what I do now. Certainly, if I've when I started working with a new client, often, they might not have got a relationship with their bank because perhaps they're too small or because they've never had to reach out to them. For me, it's about having really good integrity, and the banks value that. So do what you're gonna you know, what you say you're gonna do. Don't try and fob them off with things that you can't stand behind. You know, make sure that they understand the business. You're giving them really good sound information, you know, what they want to see. Time and time again, when I work with clients now, their bank will say, wow. This you know, the information you're providing is whether it be monthly or quarterly, whatever they need, is it gives us real handle on what's happening in the business. You know? The commentary you're giving around those numbers is essential too. If they understand the business, they'll then decide, actually, this is a business I need to keep an eye on, or this is a business that I can see is in really safe hands. And that if I am at all concerned, I can have a conversation with the CFO, FD, and know that, you know, they're gonna reassure me or they're gonna be open and honest about what's happening. I think that's really critical. Don't a lot of business owners might think, well, it's none of the bank's business until they need their support, and then they think, oh, actually, I wish I'd been a bit more open and honest with them, perhaps. So, yeah, get them on-site by sharing things. They love to hear about how their clients are doing. They you know, you speak to good relationship managers at any bank, and they'll all say, I really like my customers who I get to understand the business and what's going on in there that's not just about the numbers. Speaker 1
So not waiting for that sort of that event where you need their support before you start building. Speaker 2
Yes. Absolutely. Yeah. Yeah. That's because sometimes they take time to nurture. I mean, in that particular example of the business turnaround, we wanted to move banks, and it took us two years of nurturing a relationship with a new bank by sharing information, telling them about what's going on before they were prepared to come in and fund us properly. But, you know, these things take time and but it's all about that building that relationship, so it is vital. And as you say, even if there's not an immediate need, there might well be one day. And it could be for very positive reasons. It could be that there's an acquisition opportunity and you need support from the bank. And therefore, you know, if they don't understand your business, then they're much more likely to resist actually getting involved. Speaker 1
And, obviously, you've worked in a few CFO roles. What was your biggest challenge as a CFO? Speaker 2
I think it's probably the people. I had a good team. Speaker 1
Every manager would say that Speaker 2
to you. That's that. Yeah. Yeah. I mean, the difference you know, and I've operated in in a CFO role where you've got a great finance team behind you, and I've operated in others where, oof, it's hard work. But, you know, it doesn't feel like they're pulling in the right direction, things like that. And it it makes such a difference when you've got a team who are, you know, on the same page, who want the best for the business, who are, again, open and honest. If there's an issue, they flag it up rather than trying to cover it up. So, yeah, I think definitely and there's not you know, I've not always done that. Sometimes I thought the priority is not my team here. My priority is the rest of the business. But always, I would say, I think, get those people right, and it will make everything so much easier and more comfortable. And, you know, it just ripples through the whole business if you've got the right team. Speaker 1
And you use the phrase the right team. What does the right team mean to you as a CFO? Speaker 2
I like, you know, people who, want the best for the business. So, you know, they haven't got their own personal agenda. They're they're just very much on board with whatever the the strategy is that you want to try and achieve. You know, I think within a finance team, often, you need to accept that you'll get people who are, you know, moving on their own path of career. And therefore, you know, they might come in at a certain level and want to have some ambition to move on, and that's absolutely fine. And, you know, if someone comes in as a, I don't know, management accountant, in two years is wants to move on to a financial control role and there's an opportunity, then I would support them outside into looking for something else. And, you know, my path has crossed with people later on who are who've worked for me before because I think if you maintain that good relationship, they're good. It doesn't really matter if they move on because if they are good and you have a good relationship with them, then, you know, you think about that future team that you might need in another five or six years' time. You think, I know how I'm gonna call and ask them to come back and work for me, and it's them. So, you know, don't feel sometimes people take that bit personally when someone moves on, and I just think if they're really good, then support them and, you know, hope that we will have an opportunity to work again in the future together. Speaker 1
Absolutely. Yeah. It's it's always hard when you see someone develop to to to let go of those pieces because, you know, you you've really valued their info over the years. But like you say, it's about where where they want to go and hope that you get the chance to work together again. Speaker 2
Yes. It is. It is. Speaker 1
So we've talked so it sounds like people were a really big challenge. What, you know, what are the I guess, I I'll use the term war wounds. You know, when you think about your scars as a CFO, what what stands out in your mind? Speaker 2
Is this a therapy session? Because they're either happy. Oh, Speaker 1
absolutely. Everyone's listening to this going, oh, yeah. I get it. Speaker 2
I think that, there are different types of challenges. Obviously, you know, the example we talked about already where it was in a business turnaround, there was lots and lots of challenges there. But equally now, you know, with clients that I work with that are smaller, there are there's there are different types of challenge, and that could well be around, getting to people to feel more confident about their business, about them kind of going out to that safe mode. Mhmm. I can work you know, I've worked with business owner managed businesses where they have started a business, and they've had to be so careful with every penny they spend, and they build and build and build, and it becomes as you know, it's making nice profits, etcetera. But they're still in that kind of mode of thinking, oh, let's batten down the hatches. And so, actually, getting them to transition out of that and to be more open and, actually, yes, we're being quite successful here. We need to be a bit more ambitious. We need to think about how we're gonna expand. We need to be brave enough to invest again in terms of whether it's new equipment or, you know, going into new market set sector. That can be equally as a challenge and but equally as satisfying when you see that transition where they move from being, oh, no. Oh, no. We can't possibly spend ten thousand pounds on that because, you know, I know it will bring lots and lots of good stuff for the business, but, oh, no. No. No. Just because they're in that mindset. So, again, war wounds is just sometimes thinking about real challenges. You think, oh god. How are we ever gonna get around this? This is definitely the right thing for them to do, and yet they're resistant. It can actually just be a different thing. It can turn into a real positive. So there's lots of lots of different examples, I guess. Speaker 1
And so let's just pick up that example. You know, when you've had that before, how have you approached it? Because, you know, managing up, whether it's an owner manager or maybe an an MD that's previously been scarred, you know, how do you get them to maybe think differently about what you're trying to Speaker 2
to do? I think sometimes it's about them being a bit more externally focused. And certainly, obviously, as I you know, with the CFO Center, I I have a portfolio of clients. And I think what people value is how other people are doing. You know, it doesn't have to be in the same sector, but to talk about the plus you know, the real advantage they have in their business, compared to other people, obviously, not in detail in terms of revealing who they are, but certainly just positioning them in terms of what success looks like could often be what's needed for them to think, actually, yeah, we're doing okay here, aren't we? Because they're less internal looking and more external looking. So those business owners that are part of kind of peer groups where they're mixing with all those similar business owners, whether it's in the same sector or different, they'll often be the ones that are more ambitious that do end up thriving because they are looking outwardly rather than just focusing on what's happening within their business. So, you know, that, again, I suppose it's similar in a way to where I I talked earlier on about having, you know, support around you outside the business. It helps you have a little bit of different perspective, I think. Speaker 1
And it's a really interesting piece because if you, you know, you think about the profile of, an FD or a CFO, and they're very much about helping the business minimize risk and stop spending. And, actually, what I'm hearing is, in this case, it's actually the opposite. It's that that shift into, thinking I guess, finding the right level of risk for the business. So how do you, I guess, find the balance between holding back the purse strings, you know, and also make and making sure you figured out when the right time is to to make that risk or that investment? Speaker 2
Yeah. I mean, it's a very good point because of all the people I work with, some will just think, oh, no. We're just gonna do this. We're gonna do this. Well, you know, it's almost have to say, okay. Yeah. That looks good. We need to look at what the outcomes are going to be. I think it's really up for people to understand what they're trying to achieve. And I guess, it really surprises me how many business owners don't actually think about the outcomes. They just think about the here and now. I want to do x without thinking about what that's gonna bring to their business. And it's the same on the opposite side where people are saying, no. We can't possibly do this. Well, think about what the outcomes are. So for me, it's about the results of something, you know, the reaction of what you're doing within your business and whether that's, therefore, the right or the wrong thing to do. And it's probably as many times on either side where people just think, oh, no. We're gonna do that. Okay. Well, let's think about why we're going to do it, what we expect the results to be, where do you know, where are we gonna be in twelve months if we do that, and where are we gonna be in twelve months if we don't do that? So sometimes, it's just thinking that a little bit further ahead rather than, so and so's done this, so I've got to do it as well. Speaker 1
And and what I'm hearing here is is much about getting the wider, you know, the wider team on board, the wider exec. So, obviously, you work a lot with owner managed businesses. But, you know, have you got any tips and tricks for, I guess, getting, you know, aligning with the owner or getting them on the pathway that you're trying to take the business? Speaker 2
The first tip I'd always say is listen. Listen. And if you think you're done listening, listen again because there's no better way of getting to understand kind of people people's appetite for risk, I think, or people's appetite whether it's true ambition or what they actually want to achieve from their business. I always give one example when, I talk about kind of what I've learned over the more recent years is that I I work with a guy who it was a nice successful business. They were making money, and there was lots and lots of things that he could possibly do. And when I said to him, what what do you want to achieve out of your business? You know? You've you've built it. What do you want? He said, I just want an office of happy people full of, you know, full of happy people who will enjoy coming to work every day. I thought, well, that's really nice that he was so honest because most people would think, that's not why you're going to business, is it? But for him, it was. So listen and ask and probe and really find out what why someone is there because, otherwise, you're just gonna end up you know, they could end up going down the on a a road that doesn't bring them any happiness in their business life. Speaker 1
And and when you're obviously, you spend a lot of time working across different, different companies, mentoring different individuals. You know, how do you think about the development of a CFO? Because a CFO is kind of seen as the pinnacle of, the finance world. You know? Getting to CFO is a really big achievement. But, you know, how do you see the development of that CFO and that individual within that CFO role? What's some things that you look for in terms of guiding your your your mentees on their journey? Speaker 2
I think it's, it's about mindset. It's about getting them into the the right mindset for them to, you know, see where they can add value and think about what they want to try and achieve. So, you know, if if someone's still very much around, well, I'm gonna provide lots of information to the rest of the board for them to make decisions. Think about how that enables them to make decisions. So it's very much around, again, outcomes in a way to say, you know, what what do you want to achieve from your role? How do you want your role to contribute to the overall success of the business? Because it's different in every organization, and in every individual's different. So I think as a CFO to develop, it's really understanding about kind of, you know, how you want to influence on what you want to influence. Speaker 1
And you've you've mentioned boards just there. And, obviously, that board dynamic with the CFO is super important. How do you approach it when you're working with an organization? You know, how do you get those key stakeholders on board? Speaker 2
I think there's, it's like anything, isn't it? Is people people will respond positively if you're credible, you know, if you, are able to prove yourself, I guess. And that's kind of the more technical side of the role, but also for people to feel that, you know, you're there to support the whole business and every part of that. And, you know, whether it be that I was starting a role as a management accountant or now as a CFO, If I can help people make their life a bit easier in the early days, then that really helps embed me in the organization. So that hasn't changed. It's just the type of things I'm doing to help people make their life easier. You know? But often, when you first start working in either in an you know, in a business as a employed role or as I do now when I start working with a new client, you know, listen listen to what people's day to day issues are and really try and get underneath what the the main problems are, but solve some. Get some fix for people, and then you suddenly find that they're a they're a follower and that that makes life easy because you're all able to then head in the right direction. So often, it's simple things like that which really help embed you in into a team. Speaker 1
And when you've worked with, CFOs in the past as a as a as a coach, where have been the the the common areas of mistake? Where do you think they go wrong? Speaker 2
I think they it it and then, what can happen with a new CFO is they don't they can't it I guess it on it depends on who's on that board. And sometimes you find that an you know, an organization has a really strong MD who is you know, it's it's their view about everything. And often, a CFO in that situation might almost give up trying to, you know, prove their their point or justify their point of view. And so for me, a common mistake is that they just sit back and just say, well, I've given them what they need. If they can't see that we're gonna have an issue in six months' time with cash, then that's their problem. You know, sometime my and so my advice would always be illustrate what the issues are, explain why, find a way of actually getting through to that individual that's gonna mean something to them. Don't just present someone with a load of numbers and think that they're gonna look at it in the first place. And secondly, they're gonna understand it enough to think, oh, hang on a sec. I can see that problem. I can see that problem there. You have to point it out to people. And, you know, it's something which is so easy to just think, well, I'm giving you that information all the time, but people don't look at it or people don't understand it or people think there's no words around this, so what's the issue? You know? That that's that's the key thing, really. Make sure that you're explaining and flagging things up. Speaker 1
And I really like that because like you say, it's the narrative that you know, if you're I think like, I I work in finance. It's my day job, so I'm quite happy looking at pay an Excel spreadsheet or a system full of numbers. But you're you're absolutely right. There's a lot of individuals where that feels alien or it's not something that they've been taught to interpret. And it and it always amazes me actually how many managing directors and senior execs don't actually understand have that financial literacy about the business. Speaker 2
Mhmm. Speaker 1
So that I genuinely found I find fascinating when you're you're speaking to different individuals as well. Is that something you've experienced? Speaker 2
Yes. I think, you know, you need to not and, also, people sometimes say, oh, yeah. I under I'm all over the numbers, but but they don't actually understand what they mean. So I think it's it's always helpful to if you're if you're presenting numbers or you're, you know, you're wanting to explain something, is actually say what this means. So rather than just present it and think that they're gonna pour over it and understand it and ask if questions if they have them, it's just explaining simple terms. Also, we talk about narrative and how important that is. Don't just repeat what's already in the numbers. Explain what it means. What does it mean, this, you know, this this p and l that I'm presenting to you, or what does it mean around what this balance sheet's gonna look like in six months' time? Put it into words. Or some people like more visual content. So, you know, I always say everyone learns and absorbs information in different ways. So, you know, if you're gonna put a pack together, make sure you've got words, pictures, and numbers because out of the three things, they'll appeal to different people who are gonna read them. Speaker 1
Amazing. And there's been so many great insights as we've gone through this hour. And, so so thank you so much, Nicola. So if we had to sort of round up and go, for those that are either starting a new role or, perhaps are new to a CFO role within their own organization, what advice and tips would you give them for their first hundred days? Speaker 2
I think, obviously, it's slightly different if you're filling someone's shoes because there's there's almost a role there. But still don't be afraid to take a step back and really understand what that role is about, how you can contribute, how you can add value rather than just say, oh, well, this is what the previous person did, so I'm just gonna pick that up and carry on doing it. No question. Question what's useful. Question how you can, you know, how you can make things more valuable that you and, you know, your team behind you, etcetera, are contributing. And you never have another opportunity later on in you you know, when you've been there a year, it's not the same. So do it straight away because if that's the that's the window of opportunity. Speaker 1
Make the most of the the the first Speaker 2
few weeks. Yeah. Or That is as a portfolio CFO. Make the most of that first day because you're never gonna get that. Speaker 1
Fantastic. Well, thank you so much, Nicola, for sharing your your knowledge and experience, both obviously as a CFO, but coaching others. If people wanna learn more about yourself or the CFO Center, where's the best place to find you guys? Speaker 2
If you go to our website, which is the CFO center dot com, it's got all information there about what we do. It's got all the team information so you can look at different regions, and all our details are on there as well. So it's really easy to make contact. Speaker 1
Amazing. Well, thank you so much, Nicola. It's been a genuine pleasure to Speaker 2
have you here on the Speaker 1
show, and we'll hopefully see you again soon. Speaker 2
Okay. Thank you. Speaker 1
Thanks, Nicola. So for me, one of the most important things about any transformation project is the partners that you work with. And whilst I'd love to list off a whole host of reasons why Itas is the perfect partner for your transformation project, why don't I let our customers do the talking for us? Speaker 3
One really good thing working with iTAS is it's dramatically reduced my blood pressure. Obviously, an account system is critical to, anyone's business. So Innovation Data without like every company, we couldn't function as a company. So, you know, it's one of the most critical pieces of software and any sort of vulnerability we have with that sort of keeps you awake at night. And now working with Vitas, I don't have any concerns about our account functionality and our account system and the usability and all of that. Working with previous partners, I've got some gray hairs and, sleepless nights from that, as I say, because it's so critical. So been an absolute pleasure and, yeah, long made the relationship continue. 
