The term “finance transformation” appears in many white papers and high-tech vendor blogs and refers to process, systems and organizational changes at scale. In fact, it is often portrayed as being led by a change in technology that allows for data-driven decision-making or a single source of truth.
However, Chad Wonderling of Zone & Co. For us, financial change is a clear effort. “For us who live it, financial transformation is very realistic and very operational,” says Wonderling, Zone's CFO since March 2024.
As strange things explains,Transformation is about partnership, relevance, and enablement. In the next interview, Wonderling discusses the true goals of change and how it is woven into the choice of systems in talent development and financial technology stack.
Finance Transformation is Zone & Co. And what does it look like? And what lessons would you share with other CFOs who have begun their journey?
Terms can be thrown. There wasn't much in the zone about “digitising finance” and rethinking how finance supports businesses at its core.
We modernized the system and made data more accessible, but these are enablers, not end goals. Transformation actually happens when finance moves from reporting about business to actively shaping it.
For example, our decision to reorganize our professional services model did not emerge from offsite strategies. It is attributed to financial insights and pattern recognition across customer success metrics, margins and delivery trends.
Similarly, launching dedicated account management capabilities related to expansion was driven by a deep analysis of customer lifetime value and market efficiency. In either case, finance was not responding to business. We were leading it.
If you're starting this journey and advise another CFO, I say: Don't lead technology. Lead with a relationship. The conversion begins as a business partner with a unique perspective where finance appears consistently as a business partner, based on data but fluent in results. Taking a seat at a table is about gaining the right to pilot a conversation.
What do you think about talent development in finance, especially in light of automation and AI reshaping the way teams allocate time?
The pace of change in our space, especially in SaaS, is exponential. My approach to talent development is fixed in persistent capabilities rather than modern tools.
There are three things I focus on. First, the flow of business. We want financial professionals who understand how we generate revenue, how our customers succeed, and how our products and market strategies work. When finance can speak the language of business, it builds influence rather than just accuracy.
Second, relational intelligence. The impact in finance comes from trust and reliability, not control. You have to be the person who audits the plan after burning it, as well as someone else wants the room earlier.
Third, intellectual curiosity. The best people on my team are not happy to know the answer. They want to see why it matters. Curiosity drives better questions, deeper learning, and more positive insights.
Of course, technical skills are important. We are investing in hybrid talent. People who use data, understand system design and can engage in AI tools. But it's all built on core characteristics that can't fall outside the style.
What should the most overlooked factor CFO pay more attention to when evaluating a new financial system or technology investment?
Often we evaluate the system based on feature sets, RFP templates, and pricing, but we miss a bigger image. Does this system match the company's workings? Will it expand with you? Do you want to reduce friction or create new layers of complexity?
We've seen tools that are technically checked and not well integrated, as they require niche expertise or fail to drive recruitment. These hidden costs are truly painful costs, especially in high-growth environments like SaaS where speed and clarity are important.
I learned to evaluate systems with a more strategic lens. Will this tool enable scale over the next 3-5 years? Are we intelligently integrated? How intuitive is it for people who use it every day? Is it built for the future of AI-Native, or is it simply bolting buzzwords?
Today's CFOs are not just ledgers and financial models, but also Tech Stack's Stewards. Getting this right means thinking not only like a buyer, but also like a system architect or operator.
Many CFOs talk about becoming a strategic advisor to your business. What is one way you actually made it?
For me, it starts with being. If finance is shown only in the post-mortem or cost management flag, it is already delayed. Real strategic funding is not just reporting decisions, but shaping decisions.
The Zone has built a culture where finances are intentionally embedded early in key processes, including planning to markets, prioritizing products, and customer strategies. It took time and confidence, but the results were part of the conversation from the start, and not only validating it at the end, but also becoming a team that was part of the conversation from the start.
One shift we made was to help other executives “speak finances” and connect metrics to the meaning of their world. Not only do we say “CAC recall is off,” but we also framble what it means for resource allocation and customer experience. That translation layer is where influence arises.
A real indicator that it's working? People loop through you without being asked. They've seen how it improves the outcome, so they want your input. As finances become less surveillance and more enablements, strategic roles become really effective.
