mini传媒 CFO Zane Rowe talks about the importance of agility, technology, and self-care in a finance organization poised to thrive into the future.
Bruno J. Navarro
Senior Editorial Strategist, Finance
mini传媒
There’s little doubt that change is happening more quickly than 10 years ago, or even two years ago—and for CFOs, that makes their agility, leadership, and vision that much more critical to the financial health of their organizations.
“Every year seems to highlight new sources of unpredictability, and the current market is no exception,” mini传媒 CFO Zane Rowe said in?. “As CFOs, I don’t think we will ever have it all figured out. We’re never just going to be able to sit back and execute everything according to plan.”
While the pace of change has increased, so too has the power of technology. Business leaders now have more insight into the underlying data within their organizations—and the tools to respond just as quickly, and even look ahead. The challenge for CFOs, as well as the C-suite more broadly, is to become more forward-looking.
“No matter what industry you’re in or how long you’ve been there, change is a part of the trajectory,” Rowe said. “And while there will always be concerns about the unforeseen impacts of newer technologies, such as?, it’s less about the changing role of technology and more about how you embrace those changes that makes all the difference.”
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“It’s less about the changing role of technology and more about how you embrace those changes that makes all the difference.”
Beyond being bullish on technology, Rowe leads the finance organization within mini传媒 that has employed cutting-edge artificial intelligence (AI) and machine learning (ML) tools to elevate their game. “For us internally, it’s how we’re using data and how we’ve leveraged data to be far better at forecasting than we ever thought we’d be one or two years ago,” he said.
“Accurate data is helping us become more efficient and make better decisions across the business,” Rowe added. “For instance, we now have far better insight into what our teams are working on, how our customers are using our product, and how we can think about the future—like future demand. And we’re elevating all of those decisions to a level where you can make truly informed, data-based, data-oriented choices rather than just estimating like some CFOs might have done previously.”
For all the increased focus on data and technology to level-up the finance function, Rowe also notes the importance of the human element.
“So much of finance is actually about working with people,” he said. “It’s about embracing what’s happening in the business. Asking things like, ‘Who am I working with? How do I establish relationships?’ And then continuously learning from those connections.”
As he’s?, Rowe also emphasizes the benefits of a growth mindset, adding that it’s important to be open about what you know as well as what you don’t know.?
“That way, people don’t overestimate or underestimate you—they just understand you,” Rowe said. “Be transparent about your goals for the organization, as well as your personal goals, and how others can be part of your success, and likewise, how you can support theirs.”
Rowe said that’s always been his approach. “Whether I’ve taken on new opportunities within a role or stepped into new areas of responsibility, it’s been about being transparent, being open, and creating an atmosphere where people want to create value and drive the company forward.”
?across a broader set of stakeholders are another critical factor for finance leaders, he added. “As a CFO you can come up with a message around things that aren’t always popular, like cost-cutting,” Rowe said. “But unless?the?why?resonates across the company, you’re just out there talking and people aren’t really hearing what you’re saying.”
“Accurate data is helping us become more efficient and make better decisions across the business.”
?is another priority for Rowe. “Technology has created a heightened demand on our time and capabilities—and as humans, we tend to keep pushing ourselves to do more and more, so we’re making it harder on ourselves,” he said. “That’s why this is such an important area.”
Rowe said he regularly thinks about such things as nutrition, sleep, and mental health, including stress management, as part of what it means to live “a balanced life.” He adds, “You can be great at one thing, but if you’re struggling in everything else, then when you look back on your life, what are you going to remember and how can you change that?”
Topics such as health, self-care, and wellness are popular among CFO communities to which Rowe belongs—and with good reason.
“As much as technology is changing business, it’s also changing our insight into what makes us better managers and better humans and how you can help balance all of that,” he said.
Read the full??at CFO.com.
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