Socratic CFO

Bill was never shy to ask questions. As a CFO, he was expected to. But his questions were not superficial, rude, “gotcha” machismo. They weren’t simple expectations such as, “Did Sourcing vet this? Can we negotiate a better price?” The hourly rate of a CFO is better spent in deciphering process and strategic connections than worrying whether or not another executive was looking for the best price. If he was doing that then the organization had bigger problems than executive-level respect. Of course, Bill had his moments too, feigning shock at a seven-figure licensing cost, sometimes for dramatic effect and sometimes because he just couldn’t fathom the “why.” I didn’t blame him,

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