As a financial steward, I watch over companies finances and have since 1998 in both Controller and CFO roles. It is an honor and a privilege I don’t take lightly. It is imperative to truly and sincerely care not only about the essential numbers, making sure those numbers are right, but also understanding them deeply, digging deeper so as to be able to report the why’s for financial results. Accountability is very important to me. In most of my roles I have worked with leadership to help develop accountability tools to help individuals, departments, and managers understand and use KPIs. These tools over time help companies get smarter about their numbers, their cycles, and their expense and revenue drivers. They enable users to own the causes and effects of their decisions and how they link to the numbers. In addition to these important activities, I’ve had the privilege of shepherding risk management decisions, participating in strategic planning processes, participating in board meetings, and working with other senior leaders to evaluate go / no go investment decisions including current businesses, business expansions, and potential purchases.It is a pleasure working in companies with people that are seeking to understand the business together, promoting fiscal transparency and a culture of responsibility. I am grateful for the many opportunities I have had to partner with senior leaders, providing them with not only the numbers, but tools, answers, cause and effect understanding, thoughtful recommendations for saving money, and the wisdom to know where and where not to invest.