SouFBP

I can help Finance Teams  train their storytelling and presentation skills

Thanks to a wisely crafted training program, your FP&A team can learn how to
- prepare their message: get the main insight from their analysis
- prepare the story: use a framework to deliver a clear and convincing story
- prepare their visuals: learn design techniques and tools to build clean slides and graphs
- prepare themselves: master the delivery of a presentation and switch to discussion facilitator when needed

Founder

Proximus

Responsible of Strategic Finance for the Consumer Business Unit, I helped
- building our 5 years strategic plan
- designing key objectives in our priorities: Fiber, 5G, market share
- working on innovative projects (eHealth, eEducation,...)

All that with transversal teams composed of Finance, Marketing, Sales and Strategic advisors

Finance Manager Strategic Projects CBU

	Budgeting and Forecasting (Short to Long Term): new modelization including business assumptions
	Monthly Reporting and Variance Analysis vs Budget/Forecast/Last Year
	Assistance and review of Business Cases (New product Launch, Investments,…)
	Business Strategic KPI’s Settings and Follow up 
	Development of Automatic and Comprehensive Reports (usable for all Stakeholders)

Finance Business Partner EBU Mobile at Proximus

Deloitte Belgium

Manager

Leisure and Travel Industry (Zwijnaarde): Business Controller
Plastics Manufacturing (Kontich): Cost Controller
Leisure and Hotels (Brussels): Financial Controller
Gas (Vilvoorde): Financial Professional
Manufacturing (Aalst): Treasury Officer
Consultancy (Diegem): Treasury Responsible

Experienced Senior

Groupe Vlan

•	Follow-up of general costs and production costs (printing, paper, set up and distribution)
•	Follow-up of commissions charged and turnover granted by national advertising distributor
•	Monthly analysis of reportings per product (titles)
•	Follow-up of legal updates (Accounting Law, Corporate Law, Taxes,…)
•	Participation to yearly budgets 
•	Setting up of Closing Procedures
•	One-off requests (Business Object queries, financial calculations,…)

Financial Controller

PricewaterhouseCoopers

•	Industry department: Main Clients: Sodexo Pass Belgium, Bosch, European Air Transport (DHL), Pharma Belgium,…
•	Organisation of audit engagements as in-charge and coach of junior members
•	Specialised in revenue recognition of services companies
•	Assignments both in French and in Dutch

Senior Auditor

I train Finance Teams at Soft Skills | Corporate Training Facilitator | Course Instructor | Keynote Speaker

𝗕𝗿𝗶𝗱𝗴𝗲 𝘁𝗵𝗲 𝗴𝗮𝗽 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀

As the leader of The Finance Circle, I am passionate about transforming the role of finance professionals into strategic business partners. 

With over a decade of experience in corporate finance, I specialize in bridging the gap between technical expertise and essential soft skills. 

My mission is to empower finance teams with advanced financial modeling, FP&A tools, and statistical forecasting techniques, while also emphasizing business acumen, communication, storytelling, and leadership.

At The Finance Circle, we offer tailored training programs that cater to both large teams and individuals. 

Our initiatives, including the Financial Storytelling Program, are designed to enhance your team's ability to influence and drive business success. 

Our approach has been trusted by leading organizations, and we continue to make a significant impact through workshops, speeches, and personalized coaching sessions.


Key Trainings:

- Financial Storytelling Program / The Finance Stage: Learn Storytelling for Finance
- The Finance Copilot: Make your Finance Team a real Business Partner
- The Finance Window: Finance for Non-Finance Teams
- Slides and Visuals Design: Learn how to use Excel and PowerPoint to build your slides

Soufyan Hamid

A great slide does 3 things:
1️⃣ It’s quick to read
2️⃣ It’s easy to trust
3️⃣ And it stays in your mind

But when I look at the first draft of the finance teams who follow my program, most miss all 3

Too many look like dashboards: typical information overload to make sure we don't miss anything

The result is that it IS exhausting for most people

But did you know that part of this is not even due to the quantity of information that is shared?

Design matters in slides as much as the way you prepare your meal on a plate

So, no matter how good your insights are, if you want to get the attention of your audience, here's how:

✅ Consistency
Keep the same layouts, fonts, and titles
Your audience shouldn’t have to solve a puzzle at every slide

✅ Balance
Distribute text, visuals, and white space evenly
A slide has a center, so start from it

✅ Contrast
Guide the eye
Use color, bold text, or shape to highlight what matters

✅ White space
The human eyes need space to digest
If everything is important, nothing is important

✅ Pattern
Follow a simple layout logic
It helps people navigate faster and remember more

✅ Hierarchy
Start with the message
Then show the data that proves it

✅ Simplicity
It's not only a question of style, but of acceptance
If it takes 30 seconds to understand, it’s too slow

✅ Alignment
Even one misaligned box changes perception
And trust me, perception is everything

✅ Variety
Choose visuals that serve your point
Sometimes a simple table has more effect than a chart

Remember: your slide isn’t there to contain everything you know

This part is the backend

But making sure the message is heard, understood and acted upon is the ultimate goal

If you had to choose, which of these principles is the one you struggle the most with?

I trained 1.235 Finance Pros in Storytelling | EMBA Lecturer | Keynote Speaker

Every week in my training, we do the same exercise: actuals < budget

And 80% of the room says, “The budget is wrong” or “Finance made a mistake”

I know, I speak of my “Finance for Non-Finance” training and we cannot expect everyone to be fair to our work, but there is a thing to learn here

Budgets and forecasts are tools to discuss drivers that haven’t happened yet

When there’s a variance, our assumptions are to be checked

Which one slipped?
- Volume we expected but didn’t convert
- Price we thought we could hold
- Mix that shifted
- Timing that moved
- Capacity or productivity that never showed up

Assumptions must be co-owned

Sales, product, ops, finance ... we build them together.

And yes, they’re often stretched. That’s fine

But once they’re in the system, we accept them as the basis for execution

If reality disagrees, we don’t blame “the budget.” We revisit the thinking, update the driver, and learn

Next time you see a gap, ask:
- Which assumption broke?
- What changed in the market or in behavior?
- Who owns the driver?
- What are we changing now?

Don’t shoot the forecast
Fix the assumptions

That’s how finance becomes a partner in decisions

Most people expect answers from FP&A

What if leadership was more about the questions

If you want Monday to feel different, cross the gap:

•  Shape the question before it’s asked. Don’t wait for a request and frame the discussion
• Model to support a decision (so think of it first)
• Explain variance by what happens next
• Design every slide to play with consequences
• Set the agenda early and bring scenarios
• Create ownership in others
• Get alignment in advance
• Challenge the business model
• Be the thought partner they call first
• Earn your seat in strategic conversations by being relevant

The truth is simple: technical skill is the base

What moves you forward is mixing business with finance, helping the company choose, and challenging the status quo

Useful > Accurate

Read this today but what I want from you on Monday: 

Pick one shift, one meeting, one decision

...and work on it 

Because your career depends more on the steps you take than on the choices that are made for you

Love him or hate him, Steve Jobs had an edge in presentations

So let’s learn what we can from him and apply it to finance:

But before doing it, it's important to know that I am not asking anyone to become a TED talker or an inspirational leader

Our business updates have a different goal: help leaders grasp what changed, why it matters, and what we do next

So here is how I translate six of his core presentation rules to FP&A work:

1️⃣ Clarity beats complexity

Ask yourself: can a non-finance leader grasp my point in 10 seconds? If not, strip the slide to the essentials and name the decision it supports.

2️⃣ Numbers inform but stories transform

Turn “Q3 margin down by 8%” into a short storyline: pricing lag, mix shift, energy spike, and the fix we control next quarter. 

Use the 3 What: what happened, why it matters, what we do next.

3️⃣ Your voice is the real slide

Slides do not drive change. People do. Rehearse tone and pacing so your presentation leads to engagement....and discussions

4️⃣ Less text -> More impact

One idea per slide. One message per chart. If they read more than they listen, you have already lost them.

5️⃣ Rehearse like a partner

Your goal by rehearsing won't be to know everything by heart. 
Instead, know your structure, detect when something goes wrong, anticipate the CEO’s first question. 
But more importantly, refine transitions, so you won't have to say "on the next slide, ...

6️⃣ Command the room, even virtually

Own the narrative with purposeful pauses, direct headlines, and clear next steps.

A simple checklist I use with teams:
• Headline first, chart second
• One decision per slide
• Driver table before variance waterfall
• “What we’ll change” on the final page
• Rehearse answers to the five hardest questions you expect

Yes, I know, many of his craft weren't directly applicable to Finance

But the outcomes are transferable and learnable, and they work in finance

Let’s make our updates shorter, sharper, and more useful to the business

 Steve Jobs’ 6 Rules of Presentations — Applied in FP&A

Control is an illusion in Finance

Focus where it actually counts 🎯

There are tons of things you can't change as a CFO 
- Market changes (who could have guessed today)
- Political decisions (we know about that in 2025)
- The mood of a board member (I hope you can't)

Of course, that doesn't mean you have to see things coming

I plan for it, then I put my energy here:
• How I simplify complex stuff
• My confidence and consistency
• The tools I choose to make ideas land
• The link to purpose, priorities, and next steps
• The story that is tailored to who you have in front
• Human insight leaders can act on (with info they get)
• My integrity in presenting facts and context (no cheating)
• My understanding of what the audience actually cares about

This is the work

Even if you predict, you can't control all reactions

Building a story that travels well enough to survive them

Whatever it is: month-end, QBRs or Earnings prep

Discipline and integrity are what you control

Let the uncontrollables be uncontrollable

What are you putting in your circle of control this week?

You open Excel

There are hundreds of chart options

And somehow… none of them look right

We’ve all been there: you try one, then another, then tweak the colors…

...and twenty minutes later, you still have a chart that no one understands

I know it hurts, but you need to hear this:

You don't need 100 charts in Finance
You only need 7

7 charts that, when used and designed properly, can explain 95% of what we do in FP&A

And the problem is that most people don’t use them right

They let Excel decide the colors, keep the gridlines, and end up with visuals that confuse instead of clarify

In my new video, I’ll show you:
👉 The 7 charts every finance professional should master
👉 When to use each one (and when not to)
👉 And how to design them beautifully in Excel

🎥 Watch it here → https://lnkd.in/edyBbmqZ

Because charts are like jokes

If you need to explain them, they're probably not so good

Story first then charts

But most experts will give "exploratory" tips

While I want you to also think "design"

Because most “default” Excel charts are...

...how can I put this delicately: UGLY

They mix weird colors
They hide the message
They feel designs from the 90s

The problem is that it costs attention, credibility and time

But no, I won't tell you that you need a new tool for that

You just need a better way to use the one we all open every day

Here’s the bar I set when I build finance charts in Excel:
• Use the company palette so people recognize the story as ours
• Remove decoration that doesn’t inform: borders, gridlines, clutter
• Put the message on the chart, an idea, a headline
• One idea per visual

A few small moves change everything:

📈 Line charts
• Smooth the line (it's more pleasant)
• Adjust the y-axis bounds if it helps the point land clearly

📊 Bar charts
• Set gap width to roughly three quarters so the bars breathe and read fast.
• Add data labels and simplify the axis so the eye doesn’t work twice.

🥧 Pie charts
• Keep it simple, use “inside” labels, and let the colors carry the logic
• Don't listen to the haters: they're great too

🫗Waterfalls
• Build them clean so drivers read in order and the labels come from your story
• Avoid the famous "connectors" 😣

Most finance teams still live in Excel and that’s fine

What matters is how intentional you are with the design

🎥 Yesterday I published a new video where I walk through, step by step, the best practices for seven charts every finance team needs

Go have a look, then share it with someone who needs help

 Steps to Creating the Perfect Finance Chart

I still remember the day my CFO said I sucked at presenting

Not exactly formulated like that but I took it personally

Not because he was wrong...
...but because he was right

My slides were good (and so was the design) 

And the analysis behind was impeccable 

But there was no story, no structure, no point

Which made it so that no one understood and remembered it

That day, I decided to prove him wrong

I studied how people listen

I learned how to build tension, simplify insights, and land a message that sticks

I practiced. A lot.

Until one day, people stopped seeing me as “the finance guy with slides”

They started asking me to teach what I was doing differently

That moment changed everything

Today, I help finance teams across Singapore, the US, Europe, and Africa tell stories that move business forward

And I speak in front of hundreds of finance professionals who share the same challenge I once had

And the same determination to overcome it

Because here’s what I’ve learned along the way:
- Being susceptible is not a weakness. It can be your fuel
- There’s nothing in the world that can’t be trained
- Sometimes, one harsh comment is all it takes to start your whole journey

You just need to listen, and decide what you’ll do with it

The best strategy is one your team can actually execute

It’s easy to hear that and think:

“So… let’s aim low”

But that’s not what I mean with that

There is a difference between "easy" and "achievable"

Looking for "achievable" is what I recommend because I know that, little by little, the results are more sustainable and move people in the same direction

The proof is that I’ve seen it often when discussing budgets with teams

When a target is difficult, people sigh, maybe whisper a bit… but they get to work

When it’s impossible, that spark disappears

Because people we work with can tell the difference between hard and hopeless

I'm certainly not the one who will allow sandbagging (my ex-colleagues will confirm that) in a budget/forecast process

But if you have to choose, go for the high but realistic path

One that searches for your team's performance without breaking them

Ambition is giving people the belief (and the means) to make progress

If people don't understand Finance, it's our fault

Because they DO want to understand

But the problem is that we limit the education to 
- T-shaped balance sheet (they never see that)
- Debits and credits (they never book anything)
- Examples of a grocery store (they work in big corporates)

Somehow, it's normal to find our colleagues lost in finance

But it doesn't have to be like that

Because we need the rest of the company to
- understand our reports
- extract observations and analyse
- participate to budget/forecast exercises
- make decisions based on financial outcome

That's how I thought my "Finance for Non-Financials" course

Roles in which Non-Finance people have a real impact

And to do so, the training is
1️⃣ Tailored: I'm not speaking of a SaaS to a Manufacturer
2️⃣ Active: Adults don't want to be back at the university bench
3️⃣ Engaging: People take a full day off their work, and I respect that

Dounia said it herself: these 6 hours are probably the most well invested in training for years

And I'm not done with it!

In the next year, I want to train at least 1.000 more people to understand and use Finance in their jobs

So, my fellow finance leaders, if you want your colleagues to finally understand finance in your company

➡️ Contact me 😉

In any career, there are boosters and traps

If you want to be tactical, be intentional about these

Careers in FP&A accelerate when you treat them like a roadmap

You identify the boosters, avoid the potholes, and drive with intent every week

Promotions tend to follow momentum

Here are ten tactical choices that build momentum.

1️⃣ Combine output with ease

Deliver what you promised and make collaboration smooth. The fastest way to gain trust is to hit deadlines while removing friction from meetings and handoffs

Obstacle to avoid: smart work that feels heavy to everyone else

2️⃣ Own your market value

Keep a running log of wins that tie to concrete results. I tracked cycle time reduced, forecast accuracy gained, and the margin moves my team enabled.

Obstacle to avoid: thinking people will notice your work

3️⃣ Be selective with effort

Choose problems that matter to the P&L (and cash-flow). No one expects you to be an expert in everything.

Obstacle to avoid: perfect outputs on low-value questions

4️⃣ Layer capabilities

Numbers first, then data modeling, then communication, then influence. There is no point in becoming a storyteller if your input is a mess.

Obstacle to avoid: trying to go directly to the top of the pyramid

5️⃣ Manage stakeholders upward

Great CFO updates are short and sharp. What was requested, what changed, the decision needed, and the risk if we wait. No suspense. Clean choices.

Obstacle to avoid: status for the sake of status

6️⃣ Lean into your edge

Maybe you see patterns in messy data. Maybe you stay calm in tense reviews. Double down on what makes you distinct because distinct sticks.

Obstacle to avoid: trying to be great at everything

7️⃣ Stay out of noise

Complaint threads drain credibility. Energy spent on solutions builds it.

Obstacle to avoid: the coffee machine's negative chit-chat

8️⃣ Protect mental clarity

Close is a marathon each month. Sleep, boundaries, and clean files keep judgment sharp. Foggy brains miss the quiet risks.

Obstacle to avoid: treating heroics as a plan

9️⃣ Make people feel seen

Great analysts learn the field reality before they challenge the plan. Sales and Ops follow people who respect their constraints.

Obstacle to avoid: drive-by finance

🔟 Invest in others

Your legacy is the careers you help lift. When your team grows, so do you.

Obstacle to avoid: direct all attention to you

I know some of these look selfish or even Machiavellian

But if you want your career to depend on no one else but you, you will have to deal with them

So for this week, ask yourself: which area should I turn into a differentiating edge?

I built a CFO clone to present in my place

Should you?

Quarterly town halls are where momentum is made… and lost

People drop off after 30 seconds of "underlying result", "EBITDA" and other "Guidance" stuff

Sometimes, it's due to education, others to simple language differences (try motivating people in Madrid when you speak in English)

Yes, I could learn the 12 languages of my group, but that would take some time. 

So I tried something different: a HeyGen avatar of me delivering the same message in multiple languages and a consistent tone

It's a new way of thinking your all-hands presentations if your group is split into different regions and time zones

But if this is feasible, it’s also a risk

Deepfakes, impersonation, “urgent transfer” scams

I couldn't simply show you the trick without warning of the risks...and exploring solutions

In the new video, I show:
👉 When an avatar helps for quarterly results (and when it shouldn’t)
👉 Step-by-step build: avatar, voice, script, scenes, languages
👉 The guardrails every finance team needs

🎥 Watch it → https://lnkd.in/gnDnnVzs

Tried avatars already? Powerful, weird… both?

Tell me how it felt (and what you’d want me to test next)

You know that moment in a meeting when you’re explaining a number…

and you see eyes glazing over?

That’s the exact second Finance loses the room

And it happens to smart people: because we confuse “being clear” with “being precise”

But here’s what I’ve learned after four years of teaching non-finance people about finance

👉 When we’re not understood, it’s because we don’t want to be understood

Non-finance colleagues are ready to learn
They want to understand.
They just don’t want a lecture.

In my new video, I break down how to speak finance so business people actually listen

An this, without dumbing it down, and without losing yourself in the process

🎥 Watch it here → https://lnkd.in/eKg_fUat

That’s the difference between being the finance person who reports numbers…

...and the one people call before they make decisions.

26% of finance pros regularly use AI in their job

That's better than LY but that means 74% are missing something

🚨 And tomorrow 28/10 at 5PM CET, you can learn about this in Nicolas Boucher's free webinar "How to Become an AI CFO" (register here https://lnkd.in/eARHiA9g)

Because AI won't solve every problem, and certainly not the most important ones in your job

But it will help you with these common issues
- lack of time
- lack of a clear structure
- lack of presentation skills

Last week, I showed what could be done at a conference in Amsterdam and even did a masterclass for the AI Finance Club beginning of this month

I can't remember such a surprise when the audience saw what could be done with tools you use every day

So, if you want to use your time efficiently as a Finance Business Partner

Come to the free "How to Become an AI CFO" webinar

📅 Tuesday, Oct 28
🕔 5PM CEST | 12PM ET
🔗 Register here https://lnkd.in/eARHiA9g

I'll be there

Will you?

---------

If you want to go deeper, here are three ways I can help you:

📘 I put together a free Financial Storytelling Starter Pack — you can grab it here: https://lnkd.in/eadSXhKp

🤝 And if you want to explore solutions for your team, you can plan a call with me here: https://lnkd.in/eKTff5s2

In the real world, “storyteller” means everything and nothing at the same time. 

I’ve been 
- the FP&A lead who wrote the board narrative at 2 a.m.
- the controller who had to explain a variance clearly
- and the guy in the room when sales and marketing could not agree 

The story changes shape every time, because the need changes

Some days you are the Architect
You design the structure of the story, following who will hear it and the amount of information you have

Other days you are the Translator
You make sure that everyone will understand, from the call center operator to the director

You become the Connector
You link numbers to people so they see how their real-life is impacted

You step in as the Strategist
You shape direction with a clear “what changed, why, what next”, just like an internal super consultant

Sometimes, you roll up sleeves as the Builder
You turn insights into plans, owners, and dates so someone takes accountability

And many more roles

That’s why “storyteller” is not a skill but a chameleon skill set

I don't know if I can count myself as one of them, but the best finance leaders I’ve worked with swap roles without ego 

So, if you lead a finance team, build this range. 

Hire for it
Coach it
Reward it

Because the right story, in the right role, at the right moment, moves the business.

Which role did you play this week?

ACE | Access to Capital for Entrepreneurs

ACE | Access to Capital for Entrepreneurs is the largest exclusively small business focused CDFI in the state of Georgia, providing capital, coaching, and connections to underserved entrepreneurs.

Chief Financial Officer

Wharton Online

I led a session on "Navigating Change and Uncertainty with Confidence" for the  Wharton Online FP&A Certificate program in partnership with Wall Street Prep. 

For FP&A professionals, dealing with uncertainty is a certainty. They are often required to build models, make projections, and facilitate decisions despite limited data, guidance, and time, all amidst a volatile business landscape. My session leverages the Rumsfeld Matrix and proven techniques to help participants identify and address known and unknown factors, build resilience, and thrive through change and uncertainty.

Guest Faculty | Online Course Instructor

The Diary of a CFO Podcast

Whether you’re part of a finance team, aspiring to the C-suite, or just looking to get budgets approved faster, this podcast is for you.

In each edition, I share my reflections on various leadership topics, along with wisdom from other business leaders, to help you lead any organization with confidence. 

For topic and guest suggestions, as well as sponsorship requests, send an email to Ask@thediaryofacfo.com

Podcast Host

Low Income Investment Fund

The Low Income Investment Fund (LIIF) is a national nonprofit Community Development Financial Institution (CDFI), with $2 billion in assets under management. Our mission is to mobilize capital and partners to achieve opportunity, racial equity, and well-being for people and communities.

As VP of Finance and Accounting, I oversaw both the FP&A and Accounting functions at LIIF. It involved ensuring compliance and financial reporting for the parent company, three fully consolidated entities and 60+ New Markets Tax Credit (NMTC) LLCs. I actively participated in Finance and Committee meetings, including the preparation of materials for the Board of Directors.

Key Accomplishments:
●	Was promoted within 3 months at the company
●	Successfully led annual financial audits, as well as our single audit and SEFA efforts, within a few months of being onboarded.
●	Established a regular cadence of monthly reporting and quarterly budget variance meetings across the organization.

Vice President, Finance and Corporate Controller

Responsible for leading overall financial accounting, financial reporting, tax, compliance, and accounting operations. Providing technical guidance on complex accounting standards, i.e., ASC 606 revenue recognition and ASC 842 lease accounting.

Vice President, Corporate Controller

ACM Chemistries, Inc.

ACM Chemistries is a chemical manufacturer of color and performance enhancing admixture products for machine-made concrete products.

Reporting to the President/Chief Executive Officer, I was a member of the Senior Leadership Team, providing leadership and financial expertise for company-wide strategic planning and execution.

Led all financial and fiscal responsibilities of the company, leading the budgeting process.

Including all aspects of accounting and finance activities, outside Finance & HR relationships with banks, insurance partners, 401k administrators and auditors.

Managed financial and cash flow planning to ensure availability of funds as needed, while monitoring compliance with debt covenants and financial control processes.

Implemented various process improvements and systems enhancements within my department to improve productivity and customer service to internal and external customers.

Vice President, Finance & Accounting

Boehringer Ingelheim

Boehringer Ingelheim is family-owned pharmaceutical manufacturing company headquartered in Germany revenue of $22B+in total sales – $8B+ in US – and over 52K employees worldwide.

In this role, I led  FP&A for four business units’ gross-to-net results, with $120M worth of marketing programs.

Key Accomplishments:
•	Reduced variance between actuals and accruals from 5% to less than 1% by implementing a cross-functional forecast process within the first year in the role.
•	Led several cross-functional team collaborations to develop a proactive process to reduce variances in the future.

Associate Director of Finance, Gross-to-Net FP&A, Livestock & Equine 

I led FP&A and had full P&L responsibility for two business units, including monthly forecasts, annual budgets and long term forecasts submissions to GBS. 

Key Accomplishments:
• Streamlined input of budgeted sales data by designing a TM1 template that enabled $1.8B of sales to be uploaded across five business divisions in a seamless, standardized way within the first 6 months in the role.
• Enhanced reporting packages sent to business units by adding new KPIs to monitor and  improve strategic initiatives.

Senior Finance Manager, Swine & Poultry Controlling/FP&A

Intralot

Intralot, Inc. is a software technology company that also manufactures lottery vending machines.

As Controller, I was responsible for accounting and finance functions, pertaining to financial reporting, FP&A, internal and external audits.

Key Accomplishments:
• Successfully led a team of five direct and 10 indirect reports and supervised all accounting and finance functions including Accounts Payable, Accounts Receivable, General Ledger, Tax, and Treasury.
• Built the FP&A function from the ground up and made the team scalable to support growth.

Corporate Controller

I was the liaison between the US accounting department and our parent company’s accounting team. I also coordinated month-end close and financial consolidations of the US entity and its subsidiaries.

Key Accomplishments:
• Reduced month-end close time nearly 50% – from 11 to 6 business days.
• Spearheaded the Cognos TM1 system implementation for FP&A, as well as other system upgrades.

Accounting Manager

Staff Accountant/Senior Accountant

Audit Assurance

Donald Skalr and Associates

Tax Associate

Your Finance Progression + Resilience Partner | Helping New Hires and Managers' Transitions in Finance Teams | VP of Finance | Keynote Speaker | 40 Under 40 CPA Practice Advisor

Most finance functions are built to report, not to lead. That creates blind spots for CEOs, delays decisions for boards, and leaves CFOs without a pipeline of ready successors.

I’ve spent 15 years leading finance teams and now serve as CFO. No matter the industry, the pattern is the same: strategy stays at the CFO and sometimes the FP&A level, while the rest of the finance team is stuck in transactions. And, that gap holds everyone back:

- Companies miss early signals,

- CFOs struggle to find successors,

- Financial reporting ends up unreliable or irrelevant for decisions,

- Talented people feel stuck doing work that doesn’t grow them or the business.

What boards and CEOs value isn’t another report. It’s finance leaders who can spot signals early, frame choices clearly, and influence outcomes. 

That’s the standard I’ve led teams by, and it’s what I now teach through Wharton Online, The Diary of a CFO podcast, speaking engagements, and the development programs I’ve created.

If you’re building a pipeline of finance leaders or aiming for the CFO seat yourself, let’s connect.

🌐WassiaKamon.start.page
📧Info@WassiaKamon.com

Wassia Kamon, CPA, CMA, MBA

The gap between what got us hired in this field and what actually makes us effective as CFOs is bigger than I think people realize. 

You can be technically excellent and still fail at this job if you can't read a room, bring people along on tough decisions, or stay grounded when things are moving fast.

Several of us were asked what soft skills are becoming more relevant.

Reading everyone's answers, I was surprised how far these are from what most of us were trained to do.

Robert Leibrock talked about adaptability and collaboration. 

Ricky Khetarpaul said empathy. 

I said emotional intelligence and curiosity.

I also mentioned work-life harmony because this role will burn you out if you don't build a life that can sustain it.

Lauren Elizabeth Pearl emphasized listening. 

Nick Araco called CFOs "translators of uncertainty."

None of these came from an accounting or finance textbook.

Which says a lot about how the job has evolved


Thanks to Dan Niepow and Adam Zaki  for including me in this conversation.

Now, I'm curious to hear from you:

💬What’s one soft skill you wish you’d developed earlier in your career?

CFO | Advisory Board Member | Host of The Diary of a CFO Podcast | 2x 40 under 40 CPAs | Atlanta Business Chronicle 2025 CFO of The Year, Community Development Financial Institution

Image of Wassia Kamon, featured in CFO.com article on CFO Peer Audit series titled : What soft skills are becoming more relevant to the CFO role.

Saturday morning. 34°F. Soccer sidelines.

This is where I plan my content for the week.

People often ask how I stay consistent on LinkedIn.

This is how 👇

I built writing into what I already do, instead of trying to find “extra time.”

Three years ago, during swim lessons, I started bringing a notebook.

Just to capture ideas during those in-between moments when you’ve already cheered, checked your phone, and are simply waiting.

That small habit stuck, and helped me started showing up consistently on LinkedIn.

Especially now that the kids are
in club volleyball (4.5 hours/week)
and soccer (1.5–3 hours/week).

Over time, that habit changed everything:

➡️ First-time VP role

➡️ First-time CFO role

➡️ First-time board member

➡️ Speaking at conferences

➡️ Featured twice in The Wall Street Journal, as well as countless industry publications.

➡️ An incredible network that keeps opening doors for me when I am not even looking.

🌟 The best part has been watching people I have inspired and coached get promoted over the years.

That’s the power of showing up consistently and it's not too late for you to start.

So, if you’ve got 5+ years of experience, here are 4 content ideas that never fail:

1️⃣ Something you learned

2️⃣ Something you taught someone

3️⃣ Steps to accomplish X

4️⃣ Your take on industry news

One post per week. That’s it.

Not ready to post? 
Build relationships through comments and DMs.

Just start small.

- Write during kids’ activities.

- Think during your commute and use voice to text to write.

- Do it for 30 minutes before your next Netflix binge.

The reality is that you don’t need more time.

You just need to embed writing into something you are already doing.

Your future self will thank you!

This plastic knife saved my hairstyle!

I'm in DC for OFN41 and this morning I realized I left both my comb and brush back in Atlanta.

I dumped everything out of my bag hoping one would magically appear. 

Nope.

Then I saw this knife I got the night before with a fruit cup from the grab-and-go shop downstairs… and in that moment, it looked like the perfect comb.

I used it, and somehow, it worked.

My edges were slick!

( Hopefully they’ll still be there when I wash my hair tonight 😅 )

There’s always something I forget when I travel, but this might be my most creative fix yet.

What’s the craziest thing you’ve ever had to improvise with on a trip?

Proud to share that The Diary of a CFO Podcast was featured in CFO.com !!!

Thank you Dan Niepow for the feature and for including me alongside:

• Paul Barnhurst — FP&A Unlocked, Future Finance

• CJ Gustafson — Run the Numbers

• Lauren Elizabeth Pearl  — The Growth-Minded CFO

• Albert Ramos Jr.  — ValiSights

Special shoutout to Paul Barnhurst!

He’s the one who inspired me to start podcasting.

Every time I think about quitting, he somehow shows up with the exact support I need.

Now here we are…
Ranked in the top 10% of CFO podcasts worldwide (Listen Notes). 🚀


Thank you to every listener, guest, and sponsor who helped the show get here.

We’re just warming up!!!

If you have a CFO you’d like to hear on the pod, drop their name below ⤵️

Open article: Meet the CFOs who podcast by cfo.com

Tom Hood, CPA,CGMA,CITP wanted to join the FBI.
But life had other plans.

He ended up becoming a CFO and one of the most influential finance leaders in the world.

For the past 2 decades, he has created spaces where finance leaders can thrive, grow, and see what’s next before everyone else does.

Interesting story:

Tom and I first connected on LinkedIn, and that single conversation opened doors to new connections and opportunities that eventually led to my first CFO role.

In this episode, we talked about:

✅ How the CFO role keeps evolving faster than ever

✅ What it really means to “perform while you transform” 

✅ Why learning a little faster than change itself is now the ultimate advantage.


💬 If Tom has ever inspired or impacted your career too, let me know below.
I’d love to hear your story.

View newsletter: The Diary of a CFO Recap

Most CFOs are leading two transformations at once: One for their companies, and one for themselves! The role is evolving faster than ever, and finance

Open article: Why Every CFO Feels Stretched and What to Do About It, with Tom Hood by Wassia Kamon, CPA, CMA, MBA • 2 min read

Why Every CFO Feels Stretched and What to Do About It, with Tom Hood

When you become CFO, something shifts.
You’re not advising anymore. You are the advice.

That’s how Paul S. Young, CPA, CGMA, MBA, CFO of Liberty Bank, described the move from Deputy CFO to sitting in the seat himself.

There’s no one above you to double-check your calls.

No one to take the hit if something breaks.

So when Paul stepped in the corporate CFO role, he went all in on changing how the work got done to better support him as a CFO, as well as the whole company.

He noticed what many of us have seen:

- His team wasn’t short on talent. It was short on time.

- Hours get lost in rework, handoffs, and chasing data.
 
- Strategy feels distant because everyone’s stuck keeping the lights on.

Here’s what he did to overcome those challenges 👇

✔️ Moved strategy to the spring, so budgeting in the fall wasn’t chaos.

✔️ Put the Enterprise Project Management Office under Finance, so projects are actually finished well.

✔️ Created a Business Transformation Office also under Finance

✔️ Started using AI to free people to think and operate strategically.


Then Paul revamped his talent strategy.

✔️ He partnered with the AICPA to bring a finance apprenticeship to his organization.

✔️ He also implemented a CFO Rotational Program to grow future leaders from within.

Now Liberty Bank gets 200+ applicants for every finance opening, and people stay because they see a path forward.

What stood out most to me was how intentional everything was.

✅ Every system, process, and role had a purpose.

✅ He built a finance function where strategy, execution, and talent all connect.

Make sure to listen to the full episode!!!

In the meantime, let me know ⤵️

Which of these ideas would you love to see happen in your own finance team?

The toughest part of planning isn’t the budget. It’s getting everyone to row in the same direction. Paul S. Young, CPA, CGMA, MBA , CFO of Liberty Ban

Open article: Building a Finance Function That Drives Growth, with Liberty Bank’s CFO, Paul Young by Wassia Kamon, CPA, CMA, MBA • 3 min read

Building a Finance Function That Drives Growth, with Liberty Bank’s CFO, Paul Young

Most finance leaders want their teams to be more strategic.

But strategy doesn’t happen just because you say the word “strategic” in a meeting.

It happens when people start thinking like executives,
and have the right tools to operate that way.

Join us this Wednesday for a live discussion on how to make that a reality for you and your team.

👉 https://lnkd.in/dFhYK-vK

Most people still talk about AI as if it’s a tool.
Vivienne Wei is already treating it like a coworker.

Vivienne is the Chief Operating Officer of Salesforce’s Unified Agentforce Platform, where she helps companies design how people and AI actually work together.

When I asked her what CFOs need to understand right now, she didn’t talk about models, data, or dashboards.

She talked about leadership.

Because as she put it:
“AI transformation is 30% technology and 70% leadership.”

Here’s what she meant 👇

✔️ AI agents act on your behalf.

They don’t just report. 
They take action like sending invoices, analyzing risk, answering customers. 

So, they need to be managed, not just installed.

✔️ New roles are already forming.
 
She calls them Agent Managers.

An Agent Manager is someone  who trains, monitors, and guides digital coworkers the same way they would coach new team members.

We also talked about how CFOs can prepare for that shift.

The best part of this conversation was how real and practical it was.

Vivienne’s not speculating about what AI could do.

She’s explaining what’s already working inside a global company, like Salesforce.

🎧 Listen now on Apple, Spotify, or YouTube

If you would like to ask more questions to Vivienne, just drop them 👇

When most finance leaders think about AI, they picture faster reports or automated reconciliations. Vivienne Wei sees something much bigger happening.

Open article: Agentic AI for CFOs, with Vivienne Wei, COO of Salesforce Unified Agentforce Platform by Wassia Kamon, CPA, CMA, MBA • 3 min read

Agentic AI for CFOs, with Vivienne Wei, COO of Salesforce Unified Agentforce Platform

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