Aug 27, 2026 · 29 min · 11 segments
What does it take to become the kind of CFO who can lead through hypergrowth, change and uncertainty? Want more insights from finance leaders? Subscribe to Progressive Finance, Soldo’s new…
Roy HeferGuest
David McClellandHost
Uh, you, a-as you've described to us, you've been scaling revenue, integrating acquisitions like we've just discussed, um, and then repositioning what it is that the company does all at the same time.

So when it comes to spinning that many plates at once, Roy, doesn't... does something have to give? What, what's your secret then as a CFO to keeping your eye on all of these moving parts and not letting any of them slow down or smash without slowing down or smashing your, uh, private life, your, your life at home as well?

Yeah, no, it's, it's a great question, and it's, it's frankly much more an art than a science and something you develop o-over the years.

But, uh, it starts, and I hate to sound like a broken record, but it starts with the people.

Uh, it's the same, like, good to great principle, you know, get the right people on the bus and the wrong people off the bus.

Because once you have the team, once you have a world-class finance team, you can start to delegate and get leverage.

You can get ten times or twenty times leverage with a, a really, really world-class, uh, high-performing team.

And sometimes building the team requires very difficult decisions, um, and mean hiring, hiring and firing, right? Like, sometimes you have somebody that you just hired, and they might be actually very good, but they're not top.

But you have to make those tough decisions, and that's the only way you build a world-class team.

Um, it's tough and, and, and it sucks to admit that you made a mistake, but it's better to, uh, uh, kind of hire slow, fire fast, just move on, find the right person and move on.

Uh, you, a-as you've described to us, you've been scaling revenue, integrating acquisitions like we've just discussed, um, and then repositioning what it is that the company does all at the same time.

So when it comes to spinning that many plates at once, Roy, doesn't... does something have to give? What, what's your secret then as a CFO to keeping your eye on all of these moving parts and not letting any of them slow down or smash without slowing down or smashing your, uh, private life, your, your life at home as well?

Yeah, no, it's, it's a great question, and it's, it's frankly much more an art than a science and something you develop o-over the years.

But, uh, it starts, and I hate to sound like a broken record, but it starts with the people.

Uh, it's the same, like, good to great principle, you know, get the right people on the bus and the wrong people off the bus.

Because once you have the team, once you have a world-class finance team, you can start to delegate and get leverage.

You can get ten times or twenty times leverage with a, a really, really world-class, uh, high-performing team.

And sometimes building the team requires very difficult decisions, um, and mean hiring, hiring and firing, right? Like, sometimes you have somebody that you just hired, and they might be actually very good, but they're not top.

But you have to make those tough decisions, and that's the only way you build a world-class team.

Um, it's tough and, and, and it sucks to admit that you made a mistake, but it's better to, uh, uh, kind of hire slow, fire fast, just move on, find the right person and move on.
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