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You made 100,000 dollars profit last year, so where is it? That's how Lakun Agrawal started his finance journey. He is now the CFO of Hello Clever, an Australian fintech building real time payments across the world. He joined when the business had about 40 people, as a fractional CFO 2 or 3 days a week, because the founder knew she needed his skillset before she could afford it full time. Within about 4 months he was full time. 2 and a half years on, the team has grown to over 110, revenue is up 20x and there are offices in Australia, Vietnam, Singapore, Japan and New York. But he got there the long way. Lakun spent more than 20 years in big multinationals, through telco booms and busts and a company bankruptcy on his first day in Hong Kong. Then working in a number of CFO roles with WPP, before making the jump to startup land. Early on, when he was completing the accounts for his dad's business. His dad saw a $100,000 profit and asked, “So where is it?” That confusion between profit and cash is still what he translates for founders today. But it taught him the importance of communicating complexity in a simple way. If you’re a finance leader wondering whether fractional can turn into something bigger, this episode is a great place to start! Highlights: • Hear how he helped Hello Clever grow revenue 20 times in two years, from 40 people to 110 across five countries • Understand why he joined as a fractional CFO 2 days a week, and how that scaled to full-time in about 4 months • Get the cash versus profit lesson his dad taught him with a single question, so where is it • Learn why translating the numbers into plain English is the finance skill that matters most to founders • Hear the Hong Kong story of walking into a new job the morning his company filed for bankruptcy • Explore the real difference between an FD and a CFO, and why it comes down to your time • Find out how he helps founders weigh debt against equity, and why it is ultimately their call • See why even large companies get caught out ignoring cash flow Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

He joined pay.com.au at 100 million dollars in payments and built the finance function as it scaled to 10 billion. Ed Trick is the CFO of pay.com.au, one of the fastest growing fintechs in Australia. He came in around the 100 million mark, when the business was about 2 years old with 20 to 30 people and no finance function. So he got on the tools and into the model, running every number himself. That founding knowledge is hard to replicate. The business is a different beast now. Over 250 staff, circa 100 million dollars raised, a US expansion underway and 10 billion dollars in payments last financial year. His route in was anything but planned. He started off in investment banking and private equity, but a move to Melbourne a couple months before COVID changed his career trajectory. He was contracting with a NDIS provider, which turned into a CFO role at an aged care business. Earlier this year, Pay had a prospectus ready and were looking to list on the ASX. They made the call to pull it when the market turned and raised private capital instead. How he walked through that decision and managed the pivot with his team accordingly is worth a listen in itself. If you love working in fast-paced environments, this episode is for you! Highlights: Hear how he built pay.com.au’s finance function from scratch, joining at 100 million dollars in payments and scaling to 10 billionUnderstand why doing every number himself early gave him knowledge he says is hard to replicateGet the story of the ASX float that was ready to go, and why he pulled it and raised private capital insteadLearn how he kept the team steady after the IPO came off the tableFind out why he thinks Excel courses will be a thing of the past, and what replaces themSee how a private equity placement at 22 shaped the way he reads a businessExplore his early run of rejections, and why he now calls it luckyHear how backing himself into new industries, from disability to aged care, set him up for pay Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

When he first arrived in Australia, he got rejected for not having local experience. 3 months later, the same person called him back because every “safe” hire had failed. Arjun Adhia is now CFO at Eftsure, a fintech SaaS business fighting B2B payment fraud. He’s been there 4.5 years, joining when the business had around 600 customers. Since then, the business has grown roughly 15x. Arjun didn’t start in Australia. He grew up in Oman and East Africa, trained as a CA in India, then moved to Perth. But when he arrived, no one would hire him. He volunteered for unpaid work, picked up a small audit gig and kept showing up. A callback came from a hiring manager who’d already passed on him. Three local candidates hadn’t worked out, so Arjun got the call. “Are you still looking?” and he started the next day. From there he moved to Sydney, spent 5 years at Source Group working his way from FC to director of finance and helped exit the business to a US-listed buyer. He then joined Eftsure as Group FC with the possibility of stepping into the CFO role. He put in the work and earned his place as CFO. When the PE sponsors tried to exit earlier this year, the SaaS-pocalypse hit and the process didn’t get them where they needed. Rather than wait, Eftsure pivoted and doubled down on acquisitions in the US and Europe, while expanding into Singapore and Hong Kong. The failed exit turned into the next growth chapter. It’s a reminder that the best finance careers aren’t always the ones with the cleanest start. Sometimes the person who got the callback, is the best one after all! Highlights: Moving to Australia from India with zero local experience and the months-long search for a first accounting roleGetting rejected and then called back three months later when every local hire had failedTransitioning from Big 4 audit to industry and building a career pathway from controller to CFOSpending five years at Source Group and helping exit the business to a US-listed strategic buyerJoining Eftsure as group FC and earning the CFO seat through a 15x growth periodRunning a PE exit process during the SaaS-pocalypse and pivoting to an acquisition strategy when the sale didn’t landExpanding Eftsure globally through acquisitions in the US and Europe, with launches into Singapore and Hong KongUsing AI operationally within the finance function for reconciliations, data synthesis, and predictive analysis Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

It was a baptism by fire back into the corporate world, I’m not gonna lie. Francine Hackett ran cafes and restaurants for over a decade, then walked back into corporate finance and straight into a company takeover. She is now the CFO of Buildkite, the Australian tech company whose platform helps engineering teams build, test and ship software, with customers like Uber and Canva. Her path there is one of the more unusual finance trajectories She started in audit, moved through Caltex and Bain, then left corporate altogether to build a hospitality business with her family. That lasted more than a decade. When she came back, she didn’t hold out for the perfect full-time role. She took a 3 month contract and 4 or 5 months later she was running due diligence on an acquisition. That set a pattern across her career. She has a knack for landing in the middle of a deal. At Fathom she advocated her way into her first CFO seat and within about a year the business had exited to a FTSE 100 business. The advice she passes on now is to be open to returning in a different way to the way you left. A contract, a smaller remit, a side door, none of it closes off where you’re trying to get to. On AI, she believes the tools let her move faster, but speed on a shaky base just gets you the wrong answer sooner. Which is why she worries about the big 4 cutting graduate intakes, and who trains the next round of finance leaders if no one comes in as a junior. If your career hasn’t run in a straight line, or if you’re working out what good finance looks like in an AI world, this one is for you! Highlights: Hear how she ran a hospitality business for over a decade, then walked back into corporate finance on a 3 month contractUnderstand why she was in deep due diligence 4 or 5 months in, still working out where the files were keptLearn her advice for returning to work after a long break, and why coming back differently beats holding outGet her take on advocating for the CFO title, and the chair who sponsored her into itSee why she keeps landing in the middle of acquisitions, including an exit to a FTSE 100 inside a yearHear the Bain lesson she still runs her team by, give me your message in 10 slides, not 50Find out why she thinks the real AI risk in finance is getting the wrong answer fasterExplore her worry about the big four cutting graduate programs, and who trains the next cohort of seniors Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

“I didn’t have a CA or a CPA, and I hadn’t used Xero before.” He spent 12 years in investment banking, then became a startup CFO who had to learn bookkeeping from scratch. Damon Hauenstein is now CFO and COO at Weel, but before that he was at Citi working on deals like the Masters wind-down, the biggest inventory liquidation in Australian history. He then left, took an extended break and spoke to about 100 people to work out what he actually wanted next. It landed him a first-time CFO seat at a startup that had just raised its series A. Because he hadn't studied accounting formally, he learned bookkeeping and bank reconciliations from first principles, then hired a financial controller to take the systems to the next level. If you apply Maslow’s hierarchy to finance. Transactions at the bottom, strategy and M&A at the top, you can only do the top once the bottom is sorted. With AI and automation taking out a lot of that, Damon argues that this is the best time in history to be a CFO. If you’re in finance and wondering whether the path you’re on, is what you thought it would be, this one is for you! Highlights: Hear how a 12-year investment banker became a first-time startup CFO with no CA, no CPA and no experience in accounting systemsLearn his Maslow’s hierarchy of finance, and why he thinks it’s the best time in history to be a CFOUnderstand how he found his next move by taking time off and speaking to around 100 peopleGet the GFC story of watching Citi cut 52,000 jobs from the other side of the world before he had even startedSee inside the Masters wind-down, 100 sites and half a billion in stock, run under live litigationExplore why a career in banking flips 180 degrees, from worker bee analyst to business originatorFind out the real AI numbers inside Weel, from 2 to 5 times the output per engineer to automated receiptsHear how he built a company-wide AI culture with hackathons, lunch and learns and a habit of celebrating failures Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

Rachel Wong is back on The CFO Track, and she’s the first person we’ve ever had on twice! She’s CFO at EdSmart four days a week, spends one day in the VC world at a family office, and in her spare time she’s building The Finance Hybrid. A mission to break the finance and accounting stereotype. The thing I love about Rachel is how honest she is about it. “People who know me know that I don’t actually like spreadsheets that much,” Years ago that admission would have got her shunned. Instead, she leaned into it, and it became part of her whole motto. Don’t let anybody box you into a finance identity. She’s also become a genuine AI power-user and not in a hype way. Her month-end process took five months to build and now closes the books in a day. She talks about the “landline problem,” the idea that if you’re not hands-on with the tools, you don’t even realise you’ve fallen behind. And she manages AI like a junior, consolidating feedback and watching the token spend, which is how every CFO should think about it. What she said on careers is the one that stood out Passive is leaving the fate of your own career to somebody else.” After two rounds of maternity leave she rebuilt her presence from scratch, and a year and a half later she’s on the cover of a CFO magazine. If you’re in finance and wondering what is next for you. This one is a must-watch/listen! Highlights: Hear why our first ever returning guest built a career around not being a spreadsheet personLearn her “landline problem” analogy for why finance people fall behind on AI without realisingSee how she took month-end from a five-month build to closing the books in a dayUnderstand her case for an active career, and why she says we make our own luckGet her honest take on managing AI like a junior, and why more context does not mean better outputFind out how she runs a portfolio career across an edtech CFO seat and a day in venture capitalExplore why she believes there are no real AI experts yet, and no room for egoHear why she thinks a black-and-white finance mindset is a risk in an AI world Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

“I’m probably the first guest on your show who’s actually not an accountant.” Luke Rix is the co-founder and CEO of KC Ventures, which now runs finance for circa 70 startups. But the story starts well before that. Luke is not an accountant. He failed Accounting 101 at university and went into communications. He only ended up in finance because he co-founded a company, With You With Me, that scaled faster than anyone expected. At one point, they were number 1 on the Deloitte Fast 50. When the first CFO hire did not work out, Luke stepped in for the interim and stayed for nearly 3 years. What made him good was not technical, it was knowing his limits and working to his strengths. So he hired a strong financial controller, leaned on external advisors and spent his time on what he could do that a career CFO couldn’t. He was a co-founder, so he brought leads into the sales meeting instead of asking why the team missed their quota. His biggest lesson is one every founder needs to know. A healthy profit and loss statement hid the fact the business was nearly out of cash. “You grow yourself into failure,”. Overdue debtors, contractors paid up front and milestones paid months later. The company still scaled to 200 staff across 5 countries, before he decided it was his time to move on. It means he brings a very unique perspective to his clients across startup finance. “It’s the CFO’s job to say yes, but how.” That's how finance should be run in a startup. Look for the opportunities, not the hand brake! Highlights: Hear why a non-accountant ended up running finance for nearly three yearsLearn his reframe that a startup CFO’s job is not to say no, but to say yes, but howUnderstand the cash versus profit lesson that nearly sank the business, and how you grow yourself into failureFind out how a side project to help an unemployed veteran friend became a company in five countries with 200 staffGet the 6am hack he used to hold down a bank job, an MBA and a startup at the same timeSee how an Anzac Day PR campaign took the business from ten signups a week to two hundredHear why he brought leads into the sales meeting instead of asking why the team missed quotaExplore his read on the startup market, why it is easier to start a business now but much harder to scale one Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

“You want to set up in a way where you’re almost irrelevant.” That’s how this CFO got the Chief Revenue Officer job. Mike Ammendolia told me that this week on The CFO Track. Mike is the CFO and Chief Revenue Officer at Prezzee, a global digital gift card company across seven markets. He's originally from Canada and moved to Australia 11 years ago. He loved it so much that he never left. At the start of his career, he got rejected from every Big 4 internship. But instead, he hustled his way into Deloitte by DJing at a university entrepreneurship conference. His professors gave him one piece of advice: just be useful. He took that literally and built a fintech audit portfolio and helped IPO companies like Zip. Then got sent halfway across the world on empty Qantas flights during COVID to check on businesses they’d acquired entirely over Zoom. When he got to Prezzee, month end was 3-4 months behind. He was told to fix it, offshore what he could and get them ready to list someday. He took the company to profitability in his first year and with 54% percent growth. Then he did something most CFOs would never consider. He made himself unnecessary. “If I didn’t think in that mindset, I wouldn’t be given the opportunity to now do revenue work or go to the US and be the acting president.” He rebuilt the sales governance the same way he’d rebuilt finance. Processes, controls and confidence levels. He’s not a salesperson, but a CFO who understands where the growth was already sitting. Reinvention from the inside. Highlights: How he got rejected from every Big Four internship and DJed his way into DeloitteWhy lateral moves through fintech audit built the foundation for his CFO careerWhat it was like flying on empty Qantas 737s during COVID to check on acquisitions done over ZoomHow he took Prezzee to profitability in his first year with fifty-four percent growthThe philosophy of making yourself “almost irrelevant” as a CFO and why it opens doorsWhy he reframed the CFO role from “no” to “what would need to be true for me to say yes”How he transitioned from CFO to Chief Revenue Officer without being a salespersonHis advice on using AI to differentiate as a finance leader rather than just cutting costs Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

Rebecca Lowde worked on one of the biggest deals in Australian corporate history. As one of Australia's best tech CFOs, Rebecca was CFO of Afterpay through the Block acquisition and she is now CFO at MYOB. Before that, she was with Oracle across Europe, SAP across multiple regions and a role as a CEO she never planned to take. Her accidental CEO story is the one that stood out At Salmat, the board offered her the top job and her instinct was to say no. She had always assumed CEOs were the extroverts who “walk and talk and go on a stage and kiss babies” and that is not her! But driven to push herself, she took the role, stood up at her first town hall and admitted to the business that she would make mistakes and wanted their help. The response from the rest of the business was incredible. 3 years on, after selling off each part of the business, she worked out what she actually wanted to be. The answer was CFO. “I’ve proven I can do the CEO role and I’m not doing it again!” Her philosophy on finance is something that every ambitious finance professional needs to hear. "What you never want to be is business prevention. You always want to be an enabler of growth." That theme runs through her whole career, from making her finance team sit in on sales calls to an Accountant at MYOB, who built an AI agent that cut a 5 hour process to 5 minutes. If you have ever felt like you were the wrong fit for the job in front of you, this one's for you! Highlights: Why she almost turned down the CEO role, and the small moment in a lift that changed her mindHer rule for finance teams, that you never want to be business prevention, only an enabler of growthHow she worked on the Block acquisition of Afterpay, the largest transaction in Australian corporate history, almost entirely over ZoomWhy she made all her finance directors sit in on sales calls every quarterEgo and imposter syndrome, and why she Googled banking covenants in her first ASX roleShe learned change management the hard way, centralising European finance into a shared service centre in DublinHow one of her MYOB accountants built an AI agent that cut a five hour journal down to five minutesHer view that finance is moving from transactional work into the value added advisor space, and why graduates should stay curious Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

Everything that made her great as a specialist didn't help her as a CFO. Gina McNamara told me that this week on the first episode of Season 3 of the CFO Track. Gina is the Regional CFO at SAP. She has been there 19 years, with 6 market units across Asia Pacific, Japan and China. Gina joined through an acquisition as a contractor. She wasn’t even permanent at the time, but took every role that would help her learn. Revenue recognition and commercial business partnering. Each one built her skillset, helped to earn trust and Gina made it to CFO, still in her 30s! Then the job changed her career. Male dominated and difficult conditions at times. The skills she’d spent years building were the wrong ones for the role she was now in. Gina began working with an executive coach that gave her a different perspective. “What if you just left those 20 emails at 5pm? What would happen?”. Gina’s team had to tell her to stop doing their jobs and she started stepping into the role she knew she could do all along. 19 years with SAP, because she kept choosing to learn. Not settling for comfortable, but 19 years of progression and growth. A massive Season 3 is here for The CFO Track. Welcome back! Highlights: • Her first year as CFO nearly broke her and an executive coach turned it around • Why lateral career moves matter more than promotions for building a path to CFO • How she survived an acquisition as a contractor and turned it into an 19 year career • The moment her team told her to stop doing their jobs and why it was the best feedback she got • What happens when you say no and someone tells the CEO you don’t understand • How SAP is running vibe coding sessions inside its own finance function • What it takes to manage six markets across Asia Pacific as a working parent • Why 19 years at one company is not stagnation when the business never stops changing Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au

This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30 day free trial by visiting tallystone.com/cfotrack. He walked into the phone room at 21 and is now the Group CFO. Mihir Bhatt working on the phones, 20 hours a week, when he walked across the office and asked the finance team if there were any jobs going. There was, a 3 months of accounts payable cover for someone on leave. He put his hand up and it started the rest of his career. He did every job in the finance function. AP, payroll, bank approvals, tax calculations, Financial Controller, Finance Director. He implemented the Paprika finance system globally and then he took a step back. Finance Director to Commercial Manager. Smaller role on paper, but much bigger in reality. It set him up for an 11-year run to now as the newly appointed Group CFO of WPP, the world's largest advertising and media group. If you're weighing up a big career decision and how it will impact your future, this one's for you. Highlights: The step back from Finance Director to Commercial Manager, and the line Mihir landed on: look at the role, not the job titleWhy external perception of a career move only hurts for 4 to 6 weeksThe small office finance years that still pay off 15 years laterThe acting CFO baptism: COVID hit, the WPP CFO stepped down, Mihir was the 2IC, and he led the group through"I was surprisingly quite calm" — the realisation that the CFO chair is the 1 where there's nobody else to pass the buck toTreating senior people on his team as partners, not dotted line reportsWhy being nice to people on the way up is the underrated discipline of senior finance leadership

This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack. He walked away because the environment was too comfortable. Dr Tanvir Uddin walked away from a role at the Islamic Development Bank in Saudi Arabia because the room was too comfortable. It might seem like an odd time to quit. He was in the role and succeeding International salary, education, healthcare, every perk you'd expect from a global bank. But he walked away because the culture told him to stay in his lane while the world's problems remain unsolved. He'd already had the McKinsey years before that and an agricultural enterprise stint in Indonesia with the Clinton Foundation . He also has a PhD and he wasn't your typical finance person. He'd come into finance through a single insight that he says hasn't changed since. Capital is the most powerful force for moving and changing societies, countries and economies. If you want to have impact at scale, you have to learn how to move it. So he came home. He spent time at Brighte during the high growth years and picked up a perseverance lesson from Katherine McConnell that he still quotes. Then he founded Vyro, which led him to Invest Wholesum, the values aligned investment platform he runs now as Founder and CEO. This is one of the most interesting finance origin stories I've had on the show. The thread through Tanvir's career is the same as the thread through this chat. Capital is a tool. The goal is to use it on something worth focusing on. Highlights: The McKinsey years and the insight that brought a non-finance, PhD trained founder into finance"Capital is the most powerful force for moving and changing societies, countries and economies"The IsDB Saudi fellowship, the IE Business School sponsored Master's, and the cushy seat Tanvir walked away from"Stay in your lane" - the universal corporate frustration that defined the leapThe 3 skills every finance career compounds on: modelling, executive communications, storytellingWhy the most impressive capital raises sell a story the numbers support, with SpaceX as the exampleThe Brighte high growth years and the founding of Viro into Invest Wholesome, the values aligned investment platform Tanvir runs today

This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack. The thread through Bryn Leggett's career is naivety as an asset. He started Hello CFO circa 9 years ago with a 6-month-old baby at home. His wife was on maternity leave, a recent mortgage, 1.5 clients and about 10k of revenue. His clients have now raised over $600 million. Early in his career, he spent 6 years as a square peg in a round hole at Grant Thornton. He felt like a non-accountant in an accounting firm who'd never studied accounting at university. But he didn't wait to be assigned the interesting work. He agitated for it. Forensic valuations, FP&A inside a higher-education scale-up, transaction services in corporate finance. Then nights and weekends with a property tech startup. That became the proof of concept for Hello CFO. Bryn breaks down how a non-accountant built one of Australia's most established virtual CFO firms. Including the housekeeping mistake that resulted in a lead investor pulling out and why the 18-month skills curve critical for any startup CFO. For startup/high growth finance professionals, this is one you can't afford to miss! Highlights: The 2006 Stanford Entrepreneurial Thought Leaders podcast that set the career directionThe square peg at Grant Thornton: a non-accountant in an accounting firm who agitated his way into valuations, FP&A, and transaction servicesThe Cubbi weekends and nights for equity arrangement that became the Hello CFO blueprintStarting Hello CFO with 1.5 clients, 10 grand of revenue, a 6-month-old, a mortgage and a wife on maternity leaveWhy the GT partners said they personally didn't have the guts to make the leapNaivety as an asset, and the 18-month skill curve every startup CFO has to keep clearingThe cap raises cautionary tale: ARR misrepresented, GST conflated, a lead VC investor pulled out mid raise

This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack. Tim Bensley took the Group CFO job at Carpet Call when the owner walked into his office and asked if he wanted it. Tim thought about it for about a second and said yes. He hadn't been planning on the role. He had been at the company five years, running a commercial team, and didn't consider himself a candidate. He was, in his own words, a happy little worker bee. Leading up to that point, Tim was one of the most travelled accounting/finance professionals in Australia. Starting in Gilgandra, a country town of 2,000 people north of Dubbo. Then roles in Brisbane and Perth, where he taught engineers how to count sand! Including a stint at Tennis Australia, as a massive tennis fan, where he bumped into Lleyton Hewitt and Pat Rafter in the corridor talking about a budget. He finally found his call as Commercial Manager at Carpet Call. Then the owner walked into his office. The three-sentence brief Tim got in the first couple of days has shaped how he's run the role ever since. Make decisions. People are waiting for you to make decisions. I(the founder) don't want to make the decision. In the years since, Tim has built on open-and-transparent philosophy he took into the role on day 1. While building the change management playbook he runs on now. Small wins first, get a chorus of voices to carry the work and never be the lone salesperson making the case alone. This episode is about backing yourself and making changes. Make sure you tune in! Highlights: The 2008 GFC landing in Gilgandra and the casual Grain Corp data entry job that became the career foundationThe Bradken plant accountant fix worth a million dollars a year, by negotiating one Friday shift instead of standing down 100 people every two weeksThe sand-counting story and the engineering-built dipstick that taught him to talk to operationsThe CPA-qualifying stretch at Tennis Australia and the Lleyton Hewitt corridor budget momentThe "happy little worker bee" admission before the CFO offerThe owner-founder's day-one brief: "Make decisions. I don't want to."The open-and-transparent philosophy Tim took into the chair on day oneThe change management playbook: small wins first, then a chorus of voices, never the lone salespersonThe data evolution arc at Carpet Call: paper, PDF, CSV, Azure, lake houseWhy trade labour supply, not AI, is the biggest risk to his business

This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack Rafael Pasquet sold a pair of single boxing gloves at 7 years old, at a flea market in Germany. He'd bought them as a pair. He sold each one for the price he paid for both. His mother still tells the story. Most recently, he's the CFO of Mercedes-Benz Financial Services Australia. 17 years at Mercedes-Benz across 6 countries. A graduate program that moved him through 4 roles in a single year. He also took on one of his favourite roles of his career. A Chief of Staff role supporting the Global CFO with a portfolio of a €130 billion in 40 countries. Including building a custom iOS reporting app in 2014 that even now would still be ahead of its time. Then he moved to Singapore, where he stepped into a Regional CFO role and unexpectedly inherited APAC responsibility when his boss left soon after he started. Weeks later, while recovering in ICU, he helped lead the carve-out of China from the regional structure. And before any of it, he paid his way through university as a paramedic, performing CPR hundreds of times before he ever completed a board pack. This led him to be a NED at the Emergency Services Foundation, looking after mental health for the people who do the job he used to do. This conversation is really about perspective and how a lifetime of varied experiences shapes the way you lead when the stakes are high. Episode Highlights: The Sunday-night paramedic years that paid for his economics degree in Stuttgart, and the couple of hundred CPR calls he did before he ever sat in a CFO meeting The Mercedes management trainee programme: four roles in 12 months across Sao Paulo, Poland, Stuttgart and the finance transformation office "You're acting with a lot of borrowed power" — the line every Chief of Staff needs before they take the seat Building a custom iOS financial-reporting app in 2014 that moved Mercedes' 40-country financials onto an iPhone The discipline of the last 5% and the loneliness of being the only one in the room who cares about it The Purple People framework: blue technical skills, red emotional skills, finance teams that need both The non-executive director role at the Emergency Services Foundation, looking after mental health for paramedics, fire and police