Preston Naegle started his career in private equity at Leavitt Equity Partners (founded by Michael Leavitt, the former U.S. Secretary of Health and Human Services (HHS). Negale then moved into the operating world and for more than 2 years has led strategic finance and FP&A at a PE-backed Midway Mechanical Services in the HVAC (Heating, Ventilation, and Air Conditioning) industry at the company which has completed 15 acquisitions (3 in 2025 alone) within the mechanical, electrical, and plumbing sector across the Western US region.

In this episode

• An origin story in Private Equity
• Learning from a “firehose” of business models
• Bringing PE thinking to a head of finance role at Midway Mechanical
• Bringing people with you as you create FP&A, budget and forecasting processes
• Choosing an FP&A solution
• Enhancing time to insights that bring long-term business partnering and profit growth

Glenn reconnects with Adam Shilton—who reveals the highs and lows of more than a decade selling to finance teams and what 134 deals in 36 months taught him about CFO challenges. The founder, writer, and speaker has now launched his own venture focused on helping entrepreneurs and solo business owners.

• My Experience selling finance software including SAP
• Bridging the Sales-Finance Divide: Why pipeline forecasts are inherently “fluffy”
• The Deposit Game-Changer: Why commission should only be paid on receipt of deposit, not just signature
• Finance coaching sales on overdue invoices AI and AR automation
• AI Agents workflows

What does it take to be the finance leader behind Hollywood stories? Diya Sagar, CFO of AWA Studios, which produces critically acclaimed, original stories for comics, TV, and movies, joins Glenn Hopper to reveal how she manages the money behind the magic—from funding graphic novels that may not pay off for years to navigating the unpredictable world of graphic novels, film and TV deals.

• How a “creator-first” approach shows up in budgets
• Building a Hits-Driven Portfolio
• The Ultimate Model: From Page to Screen Economics
• The 2-4 year timeline
• What Boards Really Want in a creative industry

With more than 20 years of experience helping startups scale from seed to series B, Maria Azatyan has built architectures for companies across ai, robotics and the new space economy, translating complex technologies into numbers. This is coupled with her frank perspective as a single mother balancing finance leadership and advising startups.

• Sci-fi Dreams Made Real: sharing experiences with Waymo
• Setting up ArmGate, empowering entrepreneurs
• One month to “two minutes” using AI to work with data
• Case study: AI to Automate ERA Filings for Venture Funds
• Role as ex-CFO at DocDoc.ru whose exit was ranked one of Russia’s top five IT & Digital M&A deals.
• Problems with cash flow to 45% year-over-year revenue growth
• Biggest startup challenges for finance teams

Joyce Li, CEO, and chief AI strategist at Averanda Partners, brings a rare combination: CFA charter holder, computer science graduate, MBA from Wharton, Board advisor on AI. She advises on multi-billion dollar investment strategies and works with boards and C-suites on AI strategy, governance, and adoption.

• The power of Excel in an AI age
• The ROI of AI and what boards want to see
• 15% as the magic AI productivity number
• Agents and the future of finance

Rohini Jain leads finance strategy at BILL, which delivers strategic finance capabilities in one integrated platform including AP, AR, expenses and procurement. She has more than 20 years of experience shaping and leading finance, product, and operations teams at global fintech, payments, and e-commerce companies including at PayPal, eBay, Walmart and General Electric.

She spoke to us ahead of the earnings release for Bill.com (November 5) which revealed total revenue at $395.7 million, an increase of 10% year-over-year, and core revenue, (subscription and transaction fees) of $358.0 million, an increase of 14% year-over-year. Bill now serves 498,100 businesses as of the end of the first quarter.

In this episode:

• Deciding to choose finance (and disappointing my mother)
• The GE “magic” building the next gen of finance leaders
• Building a diverse skill set in my finance team
• Love for engaging small and medium-sized business
• Challenges and stress of public CFO role
• Building agentic capabilities and finance’s future
• A surprising Excel revelation

The opening voice on a Lyft earnings call is that of Aurelien Nolf, VP, FP&A and Investor Relations at the ride-hailing firm. He holds a dual role managing the 60-person FP&A, finance analysts, and investor team with access to billions of data points looking at the mode, price,drivers, frequency and demand for current offerings– and much-anticipated future services – such as robotaxis. In August 2025, the company saw an 11% increase in revenue to $1.59 billion for the quarter ended June 30. Its profit climbed to $40.3 million from $5 million a year earlier, driven by a rise in ridership and bookings. In this episode Nolf opens the hood into the FP&A processes and opportunities at the San-Francisco-based iconic brand.

In this episode:

• The metrics that matter with billions of data points
• The logic of combining FP&A and investor relations
• Finance hackathons, curiosity and the culture of Lyft
• Operational vs financial metrics driving Lyft’s success
• Using ML in our forecasting, variance analysis, and IR reports
• The challenge of hiring for FP&A in the Bay Area

Chikako Tyler is the Chief Operating Officer at California Bank & Trust (CB&T). She began her career at the leading California bank in 2010, starting as risk manager, progressing tos trategic planning and analysis (spanning seven revenue divisions and 150 units), before serving seven years as Chief Financial Officer revealing . Here she reveals the strategic leadership as the bank grew, from $9 billion to $15 billion in assets, and overcoming challenges from the post global financial crisis to COVID.

In this episode:

• Math academic to commercial real estate
• California Bank and Trust’s stress testing
• Efficiency ratios and operating leverage
• Differences in the path CFO to COO
• Inclusion and leadership in banking
• The most company specific fave Excel function answer