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In many organizations, growth is still treated as a function of individual or small group performance. If growth depends on a few star performers, it's a dependency model, not a growth model, and it's fragile. It works until it stops working. Results will vary. Knowledge remains siled. And when those individuals leave, the organization must rebuild momentum from the ground up. The truth is that the companies that consistently scale are not the ones with the most heroic performance. They are the ones who enable the organization to grow. Growth is more than just a sales function One of the…

Every CEO I've ever worked with was able to clearly explain their strategy. Be clear, confident and persuasive. They can explain the market they are targeting, the competitive advantage they are building, and the financial results they are focused on achieving. Most people have spent serious time and money developing that strategy. A lot of people bring in their best minds and pressure test them. And they go back to running a company that wasn't built to do that. After working with more than 220 CEOs in 23 countries in sectors such as manufacturing, healthcare, financial services, aerospace, and energy,…

30 days. That's how long it took two of the most powerful AI models on the planet to make the exact same bet: move to Microsoft Excel and fight for financial workflows. Claude Opus 4.6 shipped on February 5th with Excel integration, enterprise plugins for investment banks, FP&A and PwC as implementation partner. GPT-5.4 followed on March 5, delivering ChatGPT for Excel add-ins and live data connections to Moody's, S&P Global, FactSet, and LSEG. Same month. It's the same application. different architectures. different ecosystems. Both were aimed squarely at your team. Meanwhile, Gemini 3.1 Pro was quietly expanded to a…

Every CEO I've ever worked with was able to clearly explain their strategy. Be clear, confident and persuasive. They can explain the market they are targeting, the competitive advantage they are building, and the financial results they are focused on achieving. Most people have spent serious time and money developing that strategy. A lot of people bring in their best minds and pressure test them. And they go back to running a company that wasn't built to do that. After working with more than 220 CEOs in 23 countries in sectors such as manufacturing, healthcare, financial services, aerospace, and energy,…

As governments increase defense spending and prepare for increased cyber risks, Thales Canada offers strategies on how CEOs can shift national priorities to long-term growth. The combination of global scale and local footprint of 1,400 employees across five provinces, more than 35 research and development partnerships, and 500 Canadian suppliers positions the company as a core enabler of Canada's emerging security and technology challenges. From AI-powered naval maintenance and NATO-focused capabilities to an ambitious talent strategy that includes an internal academy and a new national digital excellence center in Fredericton, Thales is betting that the winners in this environment will…

It goes without saying that CFOs need to be good at financial operations. But just as important, says Rohini Jain, CFO at San Jose, Calif.-based Bill, is “truly understanding the business: its products, its services, its operations.” Jainism had many opportunities to learn. Her past experience includes working at PayPal, Walmart eCommerce, eBay, General Electric, and more. She spoke to CFO Leadership about how each position has taught her how to become a better CFO and what she would do differently today. How has your past experience ranging from industrial manufacturing to e-commerce to fintech shaped your leadership style and…

Boards may need to “build” their own AI-literate candidates – Corporate Directors Skip to content The shortage of AI-savvy directors is prompting boards to look beyond traditional recruitment and start building a stronger future bench now. Privacy protection. We have enhanced our privacy policy to better protect you. This policy includes the use of cookies to give you the best online experience and provide essential functionality of our services. By clicking “Close” or continuing to use our website, you agree to our Privacy Policy. Click here for our privacy policy. accept Privacy and Cookie Policy …

Those calling for an end to quarterly earnings reports argue that the change will help companies focus on long-term goals rather than short-term priorities. But the focus on short-termism does not come from reporting requirements. It comes from investors and analysts who monitor company performance in real time and use continuous data, private engagement, and proxy influence to make decisions long before results are announced. With or without quarterly reporting, companies need to focus on establishing and maintaining a compelling value story, a comprehensive stock story based on market positioning, a value creation plan, and management accountability if they want…

Naeem Ishaq found his way to the C-Suite by following his curiosity—from building his own childhood computers, to founding a consumer internet startup while he was still in college, to helping lead Salesforce and Square through hypergrowth and IPO milestones. Now as the EVP, CFO and chief strategy officer at Checkr, a background check software company, Ishaq is stepping up to a new challenge. “I think every job transition I’ve had, most people have said, ‘Don’t do it. This is silly,’” he says. “I think that there’s one takeaway from that: Don’t be afraid to take on the hard thing…

When a country that is 94% import-dependent is hit with steep tariffs, even the most niche manufacturers suddenly find themselves in the crosshairs of global policy. That's what happened to EarthQuaker Devices, a popular Ohio-based manufacturer of premium guitar pedals, when new tariffs went into effect in 2025. Almost overnight, CEO Julie Robbins transitioned from running a fast-growing creative company to managing supply chains, pricing models, and what she describes as “existential threats” to its long-term viability. Instead of waiting out the storm, Robbins organized a rapid response that included an internal tariff conference, a national coalition of small pedal…