CFO THOUGHT LEADER CFO THOUGHT LEADER

In the early years of Scott Henderson’s career, the dotcom bubble burst, leaving the tech industry in turmoil and many young professionals uncertain about their futures. Despite this chaotic climate, Henderson decided to take a calculated risk by joining another dotcom venture. This time, the company was a modest enterprise with 300 employees and $25 million in revenue. At the time, it was known as Salesforce.com.
Henderson’s gamble paid off handsomely. As Salesforce grew from a promising start-up into a global tech giant, Henderson’s role within the company expanded significantly. He ascended through the ranks, eventually managing a team of 600 people across 13 countries. During his tenure, he played a pivotal role in integrating major acquisitions like MuleSoft and Tableau, helping to navigate the complexities of these integrations while driving corporate planning and strategic initiatives.
In 2022, Henderson took on a new challenge as CFO of DISQO, a brand experience platform company. Stepping into DISQO, he was greeted by a smaller team and the economic headwinds of a post-pandemic world. Henderson immediately set about understanding the company’s structure, focusing on areas for improvement and leveraging his extensive experience to bolster DISQO’s finance operations.
One of his key initiatives was to enhance Revenue Operations (RevOps), positioning it as the crucial link between the front and back offices. This strategic focus helped DISQO to navigate economic uncertainties while preparing for durable growth. Under Henderson’s guidance, DISQO transformed its finance function into a strategic partner, enabling better decision-making and fostering a culture of continuous improvement.
Henderson’s career journey, marked by calculated risks and strategic foresight, underscores the importance of adaptability and vision in the ever-evolving tech landscape.

Efraín Pérez Agosto began his career on the lively casino floors of Puerto Rico, where his fascination with the gaming industry was first sparked. Starting with a succession of jobs, he quickly showcased his analytical prowess and passion for finance. In search of broader horizons, Agosto relocated to the U.S. when his casino owner set down roots in Indiana. This move marked a pivotal chapter in his career, as he balanced work while completing his undergraduate degree stateside before going on to pursue an MBA.
The Indiana operation offered Agosto invaluable experience in the American gaming market. His ability to dissect complex data and drive strategic initiatives began to set him apart. During this period, Agosto tells us, his pursuit of an MBA expanded his strategic thinking and prepared him for more significant challenges ahead.
Upon graduating, Agosto joined Caesars Entertainment, where he soon found himself on a fast track to becoming a casino controller. After 4 years with Caesars, it was then on to MGM Resorts International, which was seeking to field a finance team for its new National Harbor resort in Maryland.
Agosto headed east, where over the next 5 years he steadily advanced up MGM’s finance ladder. Eventually having beefed up his FP&A resume, he subsequently landed inside the National Harbor’s CFO office.
Although his leadership there was notably tested by both the COVID-19 pandemic and a significant cyberattack, his proactive and resilient approach was able to help to safeguard the business. Today, Agosto focuses on driving growth initiatives and navigating labor market challenges, positioning him as a transformative finance leader in the gaming industry.

Robert Cornella’s path to the CFO office at Republic National Distributing Company (RNDC) wasn’t meticulously planned; it was shaped by pivotal moments and unexpected opportunities. A significant milestone arrived with his appointment as CFO of Coca-Cola Germany, a defining chapter in his career.
Before his tenure in Germany, Cornella had already achieved several notable accomplishments. His journey began when he boldly relocated from the United States to Europe with E&Y, setting the stage for transformative experiences.
His elevation to CFO of Coca-Cola Germany validated his previous career decisions. “I was handed the keys to the kingdom,” he recalls. Still, Cornella had some nagging doubts and wondered whether he was ready for the position. For his part, Cornella had emerged as an ideal candidate for the role due to his involvement in a multibillion-dollar transaction consolidating European bottlers. In time his deep understanding of the different bottlers and their operations, along with his growing fluency in German, would allow him to navigate the complexities of the new position with confidence.
Still, Cornella’s story neither starts nor ends there. Another opportunity arose when Coca-Cola sought to formalize its finance function, particularly with regard to concentrate operations—which were generating more than 70% of revenue. Cornella was asked to be the lead in Ireland by establishing a finance team for EMEA’s commercial product supply. This was an unexpected challenge, but one that he embraced wholeheartedly.
Reflecting on his journey, Cornella acknowledges the wisdom of those who saw his potential long before he did. Each twist and turn offered opportunities for growth and learning, shaping him into the capable leader that he is known to be today.

Blending academic rigor with industry acumen- Fatema El-Wakeel, PHD has multiple professional lives inside the data strategy realm.  Her multifaceted career encompasses roles at the University of Cambridge, where she imparts knowledge as a seasoned educator, and at Unilever, where she shapes strategic data initiatives. Fatema also lends her expertise as a non-executive director (Institute of Management Accountants), showcasing her versatility and leadership in diverse settings.
A crucial aspect of her professional life is the intersection of academia and industry. Fatema champions the idea that academic research can profoundly inform practical solutions, while real-world challenges can drive academic inquiry. This synergy enhances both realms, fostering innovation and effective problem-solving.

When David's Bridal, a New York City staple, filed for bankruptcy in 2018, Joan Hilson was at the helm as CFO. The experience was a crucible, teaching her invaluable lessons about crisis management and strategic pivoting. "Navigating the bankruptcy of David's Bridal forced me to re-evaluate our strategies and become more resilient," Hilson recalls. This challenging period honed her ability to steer a company through turbulent times, a skill that she would carry forward into her role at Signet Jewelers.
Hilson's journey toward becoming a strategic leader was shaped by a series of diverse roles across the retail sector. Starting her career at Sterling Jewelers in the mid-1980s, she climbed through the ranks to become the company's first female vice president. Her subsequent tenures at Limited Brands and American Eagle Outfitters provided her with a broad perspective on retail operations and financial management​.
At Signet, Hilson's strategic mindset has become evident in her emphasis on innovation and digital transformation. Along the way, she has helped the company to navigate the pandemic and championed significant investments in digital capabilities, ensuring that the company remains competitive in an increasingly online world. "Our goal is to offer connected commerce, allowing customers to interact with us whenever and wherever they choose," she explains​.
Hilson's focus on team development has proved to be another cornerstone of her leadership philosophy. She believes in nurturing talent and creating opportunities for growth, both professionally and personally. "Growing my team and helping them to evolve is as important as achieving our financial targets," she is quick to observe.​
Joan Hilson’s journey reflects a blend of resilience, strategic foresight, and commitment to innovation—qualities that continue to drive Signet Jewelers forward in a very competitive market.