Paul Sheriff has successfully combined high level financial and operational leadership at several growth businesses since 2008. In this interview with Criticaleye’s Jacob Ambrose Willson, he discusses the nature of the CFO-COO role and how to lead a company through a rapidly shifting macroeconomic landscape.
Criticaleye supports senior executives from a variety of businesses, sectors and geographies. With 71 percent of CFOs in our research saying they feel isolated in the top finance role, our global leadership Community provides a confidential and trusted space, offering diverse views which CFOs can draw from when making decisions for themselves and their organisations.
Click here to find out how we support CFOs.
A common route to the Group CFO position involves stepping up from a divisional role. Tobias Hestler did exactly that leading up to 2022 but with the added complexity of taking up the Group position in a newly formed business, following a demerger. He talks to Criticaleye about his journey to CFO and more.
Criticaleye supports senior executives from a variety of businesses, sectors and geographies. With 71 percent of CFOs in our research saying they feel isolated in the top finance role, our global leadership Community provides a confidential and trusted space, offering diverse views which CFOs can draw from when making decisions for themselves and their organisations.
Click here to find out how we support CFOs.
The CFO of a growth company is tasked with laying out the financial pathway to support its growth objectives. This involves fundraising, capital allocation and reporting, but nowadays the role is much broader. Criticaleye’s Jacob Ambrose Willson speaks to Salar Farzad, Chief Finance and Operating Officer at Gleeds, about the nature of the role, in the latest instalment of Critcaleye's CFO Interview Series.
The chief financial officer is no longer just the leader of the finance function in a given organisation. Senior Editor Jacob Ambrose Willson explores the expanding of the CFO in this Community Update article following Criticaleye’s recent CFO Retreat.
Featuring commentary from:
Tim Roberts, Partner & Managing Director, AlixPartners
Priya Chowdary, former CFO Europe, Encyclis
Peter Morton, CFO, Rolls-Royce SMR
Fiona O’Shea, CFO, Córas Iompair Éireann
Finance leaders must be prepared to lead from the front and create a strategy and culture that is focused on sustainability. At Criticaleye’s CFO Forum, Community Members told Emma Carroll how they have driven this transformation in their own organisations.
Featuring commentary from:
Julie Brown, Chief Operating & Financial Officer, Burberry: We’ve […] really brought about change with the climate impact, risk assessment and scenario planning we now do for our business.
Maximillian James-Richards, Relationship Manager, Criticaleye: Becoming a sustainable business requires a shift in culture. People throughout the organisation must understand and buy-in to the vision.
Iain Kirkwood, Head of Transformation, Capita Consulting, Capita plc: Individuals who can align with their organisational purpose are far more engaged, motivated and productive.
Iain Kirkwood, Head of Transformation, Capita Consulting, Capita plc: Individuals who can align with their organisational purpose are far more engaged, motivated and productive.
Janet Mui, Investment Director, Brewin Dolphin: One important thing that came out of the G7 Summit is the greener economy. The transition to green energy is… accelerating.
Alan Stewart, Non-execeutive Director, Diageo: Be prepared to step into areas where you don't know exactly what the answer will be. Push the boundaries.