When a restaurant’s weekly salmon order suddenly spikes in price, Emma Whelan wants chefs adjusting menus the next morning—not tallying losses a month later. “The system will alert them if the price of salmon (has) gone up unexpectedly,” she tells us, describing MarginEdge’s real‑time cost engine. It is a small but telling vignette from Whelan’s first months as CFO, and it captures the company’s wider ambition: “MarginEdge wants to create a world where restaurant operators can focus on great food and great service without having to worry about the back office,” she tells us.

Whelan explains that the platform “automate(s) the key back office tasks like invoice processing, inventory and recipe costing” by pulling data directly from point‑of‑sale systems and scanned invoices. That automation replaces hours of spreadsheet drudgery and—more critically—turns yesterday’s paperwork into today’s decision support. The salmon alert, she notes, lets owners “switch vendors, re‑price the menu, or adjust portion sizes before it starts to impact their margins,” a response time that can separate profitable months from painful ones.

Her strategic priorities echo the same urgency. Backed by Osage, Schooner Capital and Ten Coves Capital, Whelan directs new funding primarily to R&D so the software stays “at the cutting edge” of restaurant needs. Investing in talent runs a close second; Glassdoor awards and sky‑high satisfaction scores, she tells us, prove that an engaged workforce builds better products—and happier customers feel the difference. In Whelan’s finance playbook, speed, clarity and culture work together, just like ingredients in a well‑seasoned dish.

When Peloton’s stock debuted in 2019, CFO Jill Woodworth believed the playbook was air‑tight. She had shifted fiscal calendars, re‑segmented reporting and shaped statements that “tell a story,” she tells us. Then COVID hit. Orders “flew nine‑fold overnight,” marketing was switched off, and customer focus narrowed to a single metric: getting bikes from order to doorstep. Wait times ballooned to “four or five months,” but earlier bets—a vertically integrated Taiwanese factory and Peloton‑owned delivery crews—proved “fortuitous,” enabling a sprint to drive delivery toward one week. When demand fell just as quickly, Woodworth slashed the bike’s price and led a restructuring that cut “$800 million of costs,” announcing it days after the board replaced the CEO. The lesson, she says, is clear: even elegant models need room for the unimaginable.

That conviction now guides her first months at Prenuvo, where a patient can slip into an MRI bore and, under an hour later, leave with a radiologist‑written report on every organ and joint, Woodworth tells us. She is “learning the business” alongside technology, AI and clinical teams, convinced the company holds “so many different ways to grow,” including a new biomarker offering. Finance remains small yet “mighty,” but she will embed analysts so thoroughly that the head of clinical practice “doesn’t want to be in a meeting without” them. Acting as co‑pilot to the CEO, she intends to safeguard a balance sheet that grants “every available option” for raising capital—ensuring, this time, finance anticipates both the surge and the calm that follow ahead.

For nearly ten years, Kevin Ingram knocked on S&P’s door, arguing that FM’s A‑plus rating undervalued its balance sheet. Other rating agencies, such as Fitch, had rated FM at AA. Each visit, Ingram presented fresh numbers; each time, the agency hesitated, wary of making a change. Last summer, six months after FM dropped “Global” from its name, S&P finally moved, lifting the insurer to AA‑minus—a vindication of sorts.

Along the way, Ingram amplified his philosophy that “capital is our product.” FM’s capital, he tells us, climbed from $12 billion in 2014 to $26 billion today, while exposure grew far more slowly.

Ingram’s decade‑long campaign distills his philosophy that “capital is our product.” FM’s surplus, he tells us, climbed from $12 billion in 2014 to $26 billion today, while exposure grew far more slowly. That spread, married to a mutual structure, lets the company hold higher retentions, absorb catastrophe volatility and focus on clients that embrace engineering‑driven risk improvement rather than chase every premium dollar.

When Gillian Munson pictures a Vimeo customer, she doesn’t start with a filmmaker. She imagines a Fortune 500 grocer uploading a training clip, dropping in Vimeo’s player, and hitting publish without ever surrendering control—or ad space—to a third‑party network. That simple embed workflow, she tells us, explains why “eight of the ten largest healthcare companies” and a widening roster of retailers, insurers and media giants now trust Vimeo to keep their footage private.

Munson’s goal, stated plainly, is to build “the most trusted private video platform in the world.” The former Wall Street analyst has translated that ambition into a product that shuns advertising and prizes user autonomy. “We don’t sell ads,” she says, positioning Vimeo as the secure opposite of open video marketplaces. Instead, the platform thrives on a dual audience: enterprises that need friction‑free distribution and creators who still look to Staff Picks for artistic validation.

That duality fuels growth. The enterprise segment reached a “$100 million run rate” within just a few years, Munson tells us, and she is convinced “there’s a lot more to come.”

This Planning Aces episode explores how finance leaders navigate volatility without drifting into political cross‑currents like tariffs. Prologis CFO Tim Arndt explains why e‑commerce triples warehouse demand and how real‑estate strategies must adapt. Genworth CFO Jerome Upton shows how disciplined leverage and balanced product exposure turn rate uncertainty into opportunity while guarding against inflationary claim spikes. Flexport CFO Stuart Leung reveals the weekly two‑hour operating cadence and scenario drills that keep freight flows nimble amid strikes, conflicts, and policy swings. Co‑host Brett Knowles connects the dots, urging planners to pair AI “agents” with dynamic rhythms that detect risk sooner and react faster.

Bea Ordonez still recalls the whirlwind of her first CFO post: a raw fintech start‑up where, in two short years, she recruited “over a hundred people,” built the processes they would follow and decided what kind of culture would bind them, she tells us. Immersing herself in every workflow taught her that finance leadership begins on the frontline—listening, questioning, then turning messy reality into structure.

That builder’s reflex shapes her playbook at Payoneer today. After a decade as a global COO and a stint as Chief Innovation Officer, Ordonez now sits in the public‑company CFO chair, but she leads with the same conviction that data and customer proximity must converge. Payoneer’s mission—“talent is equally distributed globally, but opportunity isn’t,” she says—drives investments in a cross‑border payments platform serving more than two million SMBs. To scale responsibly, she has poured resources into a robust data foundation, predictive AI models that flag churn, and governance that satisfies regulators across 190 countries.

Volatility, meanwhile, no longer startles her. Having weathered the dot‑com bust, 2008, COVID, the 2023 U.S. banking shock—and now a new wave of tariffs whose ultimate impact remains uncertain—she treats upheaval as a catalyst for opportunity.

For aspiring finance leaders, her path offers a signal: there is no prescribed ladder. Curiosity, operational empathy and a willingness to “lean into areas where there’s no obvious right answer” open the widest doors—and keep a company’s growth story moving long after the numbers are scored, through volatile cycles across global markets today.

Back in the 1990s, Dilip Upmanyu sat in a room filled with servers as he pieced together a homegrown database of costs and SKUs. His employer at the time couldn’t tell which products paid the bills; by dawn, the young financial analyst could. That improvised profitability model, he tells us, still informs his investment mindset today.

Upmanyu never mistook rows of numbers for the whole story. Later joining IBM, he moved from product analytics to revenue accounting in a single year, then volunteered to face Wall Street. Preparing earnings decks, he practiced fielding questions until he could anticipate three out of four before the line opened. “Data matter only when you can explain the ‘why,’ ” Upmanyu tells us.

A misstep—a brilliant job wrapped in toxic politics—taught him culture diligence. From then on he evaluated environments as rigorously as balance sheets. That instinct paid off when NetIQ sold to Attachmate: suddenly he was steering a global integration that tripled his team and required fresh capital. He treated the chaos as a practicum in fundraising and leadership, logging the final credit hours for his CFO ambition.

By the time Cloudera called in 2023, Upmanyu had stitched together every major finance discipline. Today he pushes growth by leading with the firm’s public‑cloud platform and embedding AI into forecasting.

A little more than decade ago, Travis Page was hauling gear off a tour bus, criss-crossing the country with indie bands. One late night, sweat-soaked and exhausted, he noticed fans waiting in the rain simply to glimpse their favourite artist. Passion like that ought to power a business, he thought. That backstage epiphany still guides him as CFO of Crunchyroll, the world’s largest anime platform.

After the music industry’s 2007 crash, Page hit reset—trading road cases for a Wharton MBA and, soon after, a seat at Barclays Capital. Covering entertainment firms during the Lehman-to-Barclays transition gave him, he laughs, “a five-year education in two.” The intensity paid seemed to pay off: at 30, he was head of finance at Remark Media, then a corporate-development deal maker at Demand Media.

Sony Pictures Entertainment came calling next. Page helped stitch together seven anime acquisitions, culminating in Funimation’s purchase and, later, the Crunchyroll merger. When Sony needed a strategic CFO to scale the nascent service, his boss put his name forward—before even asking him. He accepted on the spot.

Today, Crunchyroll counts “over 15 million subscribers in 200 countries,” Page tells us, triple the total since the 2021 merger. His playbook pairs disciplined capital allocation with fan-first intuition: license or co-produce 99 percent of content in Japan, then “explode” each franchise across streaming, film, and consumer products. Finance’s role? Embedded FP&A analysts sit in strategy off-sites, ensuring every creative gamble lands on a sound financial stage—just like those fans waiting in the rain taught him years ago.