Something happened to Isabel Winkle on his way to becoming an astrophysicist. That “something” was an exposure to business and economics in MIT's elective course. “The depth of concepts like micro and macroeconomics, supply and demand, and the way businesses grow and run,” she told Katie Kuhner Hebert.
It's easy to say, “The rest is history.” Winkles found himself as the CFO of Braze, a customer engagement platform published in 2021.
In the interview below, Winkles shares her learning, including her decisive choices in her career and lessons she worked for Ruth Polato, one of the top CFOs of our time.
Are you interested in a career in finance?
From a young age, I was fascinated by the challenge of analyzing and understanding complex systems. This passion led me to attend MIT with my dream of becoming an astrophysicist. I was really sure it would reveal the origins of the universe!
To meet the humanities requirements of MIT to my degree, I chose to study economics. I was captivated. That renewed interest has led me to pursue a career in finance. And my first internship at Bank of America solidified my path with real estate lending.
It was a transformational experience that introduced me to the language of financial statements and the persuasive stories they tell. At that time I knew I had found my calling. Analytical rigor and curiosity were combined with real-world application of economic principles.
What was your first professional position?
After graduating from a chemistry degree and a minor in economics, I joined Morgan Stanley in an investment bank, focusing on the mergers and acquisitions and recapitalization of regulated utility companies. It was an exciting time in the market, and this role provided a major foundation for corporate finance and capital structure analysis.
Over the years, my career has evolved through opportunistic and intentional pivots. Each one aims to build a comprehensive toolkit to become my ultimate goal: CFO. This experience deepened my appreciation for analytical discipline and finance as a strategic factor in business success.
All of this set the path to my role in the office of Morgan Stanley and the CFO of Cognitive. Ultimately, I achieved the role of CFO at Braze. There, we continue to explore the challenges and opportunities that lead in the financial sector.
Which mentorship and experience prepared you for the role of finance chief?
Early in Morgan Stanley, I worked for Ruth Pollatt. [former CFO of Morgan Stanley and Google] We learned valuable lessons about the demands of professionals who balance delegations, time management and personal commitments.
Observe the method [Ruth] She deliberately allocated her time while managing the complexity of global financial institutions. It left a lasting impression on me. She also demonstrated the way leaders integrate their values with professional responsibility, the perspectives I carry with me.
My multifaceted career path of Investment Banking, Equity Research, FP&A and the Ministry of Finance also helped me build the toolkits I rely on today. I sought opportunities to strengthen the core pillars of CFO roles, such as investor relationships and corporate finance.
What advice would you give to young professionals from unconventional backgrounds who are aiming for a financial leadership role?
My advice is to embrace your unique perspective while strategically building the skillset you need. [future] Leadership role. My journey began with a traditional financial pathway and had to learn about the technical aspects of financing for work.
Early on, I realized that financial success doesn't have to fit predefined types, instead requires curiosity, adaptability and willingness to pursue opportunities to expand expertise. They explore roles that can build complementary skills, even when they appear outside of traditional paths.
Equally important is to maintain a belief and openness mindset. Your path may not be a straight line, and it's fine. Working beyond the capabilities within Morgan Stanley gave us a career in the “jungle gym” – a local movement that built a wide-ranging foundation. We also advise you to find mentors and leaders that will inspire you.
Finally, when the “aha moment” presents itself, it pivots happily. Ultimately, financial leadership is more about intentional choices than where you start.
You started with Blaze at a crucial time. What lessons have you learned during the Braze IPO?
When he joined Braze in January 2020, the company was focused on obtaining IPO support. The preparation process taught me a lot. I learned the importance of building a robust foundation for people, processes and systems.
The IPO process and lifestyle as a public company requires strictness and accuracy that does not allow shortcuts. We have brought together a high-level team of experts with technical accountants and other professionals with experience in public companies to meet compliance standards and streamline the reporting process.
Another important lesson was to understand the need for infrastructure to move from private to public company life. Once published, interests are high and error resistance is minimal. Public company life requires a system that operates in a tough quarterly rhythm and works seamlessly to deliver accurate and timely results.
We invested heavily in closing the book faster, increasing our ability to perform predictive functions and scenario analysis. It prepared us for IPOs and set the stage where braze operates in a rapidly moving environment.
