Building the “perfect” financial model may be feasible for established companies, but it is less difficult for start-up companies, where uncertainty often rules the day.
Jayesh Patel has been active in both capacities. Patel is currently Nexar's CFO. The New York City-based company powers the training of self-driving cars by providing AI-powered models based on real-world human driving data.
Patel brings more than 20 years of financial and commercial leadership experience in technology, mobility and high-growth companies, including Hertz and global management consulting and technology company ZS. He has successfully expanded the strategic, financial and commercial organization through rapid expansion, overseeing transactions and leading strategic initiatives for long-term value.
At Nexar, Patel oversees all aspects of finance, accounting, strategic planning and corporate development as the 11-year-old company accelerates its growth trajectory. He spoke to CFO Leadership about how AI is impacting his job, how the role of finance executives is changing, and why CFOs should look beyond finance.
You've worked in both startups and established companies. How has your approach to financial leadership evolved across the various stages of the company's growth?
Early in my career, especially in large companies, I focused on building perfect financial models and deeply testing every assumption. Accuracy is everything, and that approach was appropriate.
But I learned that in the startup world, speed, adaptability, and decision-making under uncertainty are often more important. Perfect data is rarely available, and if you wait, you risk missing out on important opportunities. I am now comfortable making decisions with incomplete information as long as I understand the key assumptions and the range of possible outcomes.
As a finance leader, just as important to me right now as driving rigor is providing clarity and momentum for my team. This shift in embracing ambiguity and guiding others through it was a defining evolution in my leadership style.
As AI transforms everything from forecasting to operations, what are your views on how financial industry leaders should implement or guide AI?
AI is no longer just a futuristic concept, but an active and essential tool that is reshaping the way finance teams work. I see two key opportunities: automation and expansion.
First, we use AI to automate repetitive, low-value tasks like processing data and creating routine reports, freeing up teams to focus on higher-impact work. Second, AI can help us work smarter by quickly analyzing complex datasets, identifying patterns, and generating insights that would take humans much longer to discover. I encourage my team to experiment with different tools and use AI to the best of their abilities.
On a personal level, I have found AI to be very helpful in enhancing written communication. Whether it's an update for investors or an internal message, this allows us to communicate more clearly and effectively. The combination of analytical power and enhanced communication makes AI a uniquely valuable asset for today's financial leaders.
What is one initiative you are currently leading to redefine the CFO role beyond traditional finance, and what are the takeaways for other CFOs looking to expand their strategic influence?
My mission and scope at Nexar is not what is traditionally thought of as a CFO. One of the efforts I'm deeply involved in is defining and communicating Nexar's brand narrative across all stakeholders, from investors and employees to customers and partners.
Traditionally, CFOs have been seen as numbers-keepers, with a focus on financial reporting and resource allocation. But I believe that today's CFOs also need to help shape the perception of the business: why it matters, what makes it different, and how to be successful.
For Nexar, that means connecting our business model and finances to a compelling story about our mission, technology, and market position. This work leverages my background in both strategy and commercial leadership and has proven to be a powerful vehicle for increasing alignment and impact.
I would say to other CFOs, don't limit yourself to the finance area. The more you help create and communicate the company's broader vision, the more influence and value you'll have.
