Nancy Reynolds* has served as Chief Financial Officer for several companies. She often found her job to be the “financial conscience” of the business – custodian of the numbers. Nancy also frequently found herself taking on another role: pushing and prodding other business leaders to achieve targets that had been established, often arbitrarily, by the executive team.
She knew that sometimes the financial organization was called the “Watch Dog.” That did not bother her. She and her organization did what it took to drive the business results the executives expected – even if it caused strained relationships with the heads of the other business functions.
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