For Christian Fadel, it's important to think like his company's customers. He is the CFO of 8am, an Austin, Texas-based company that provides a business management platform to attorneys, accountants, and other professional services firms. “They are typically people with limited resources who need precise management of their clients' funds, and they expect the same from us,” he says.
“I don't believe in layers of complexity for the sake of complexity. If we're not making it easier for our customers to do their jobs and manage their operations, we're missing the point. Customers don't have time to waste. They want tools with features and support they can trust.”
Fadel shares his strategies for cutting through the noise, delivering value, and sustaining growth.
8am's customers are professionals such as lawyers and accountants, many of whom are also small business owners. What has your service to this group shaped the way you lead in finance?
When you work with professionals like lawyers and accountants, you'll find that you're focused on what really matters. These people typically have limited resources, need precise management of their clients' funds, and expect the same from us.
That expectation shaped how I approached my role. I aim to keep things straightforward and focus on delivering maximum results. I don't believe in layers of complexity for the sake of complexity. If we're not making it easier for our customers to work and manage their operations, we're missing the point. Customers don't have time for fluff. They want tools with features and support they can trust.
That mindset carries over into the way I lead our finance team. We are focused on being practical, transparent, intentional and beneficial, not only to our business, but also to the people we serve.
What role do you think CFOs should play in ensuring their products and pricing strategies deliver real, measurable value to customers?
Pressure-testing ideas is part of the job, so I spend time listening to customer feedback, engaging in cross-functional conversations, and asking tough questions. We want to make sure that the value we're delivering is aligned with the value we're asking people to pay for. If you get it wrong, your financial model won't matter and your business won't survive.
While CFOs are often expected to be gatekeepers, they increasingly need to play a role in enabling growth. How can you bring a customer-first perspective to your financial decisions, including budgeting, resource allocation, and product investment?
I've always believed that the best financial decisions start with the customer in mind. You can chase profits all day long, but if you can't help your customers succeed, your growth won't last. So when I'm making decisions about budget, headcount, or where to invest, I ask questions like: “Will this make our customers' lives easier? Will this allow us to deliver faster, serve more effectively, and support them better?” There is a balance between prudence and boldness. My job is to find it.
But when the customer is at the center of the discussion, the trade-offs become clearer. Stop chasing short-term wins and start building something that actually lasts.
The role of today's CFO is much more than numbers. How do you collaborate with other functional leaders such as product, customer success, and marketing to support strategic and sustainable growth?
While numbers are obviously important, they are simply an output of how we treat our customers, our employees, and the products and services we provide to our customers. To truly move your business forward, you need to stay connected to the teams closest to your customers. This includes product, customer success, and marketing.
We talk openly and don't show up with a spreadsheet and a red pen. Show up with questions and potential solutions to find ways finance can help. That might mean enabling new hires, fast-tracking tools, or capturing data to help shape new campaigns.
Growth doesn't come from one department. It comes from people working together toward the same goal. My job is to help make that possible without adding red tape. When you agree on what's important, the numbers tend to follow.
