One of the most interesting panels at the recent CFO Core Concerns conference was the one offering lessons from some of the country’s most fascinating, and perhaps less known, leaders.
Take Jackie Berry, for instance. She is the CFO / COO of Zorch, a rapidly-growing, tech-enabled, branded merchandise agency. How rapidly growing? How does 20,000% over the last four years sound? And yes, 20,000 – it’s not a typo.
Her energy and enthusiasm were contagious throughout the room. Jackie says the focus on brand protection is a top priority and a key focus, and her company executes a continuous interviewing process. While they are not always hiring, they are very transparent about where Zorch is in the hiring process. The “always interviewing” strategy allows them to bring on top talent within 2-3 weeks when necessary, and a vibrant training & development program follows each new hire.
Another unknown – at least to me – was Ted Vincent, Vice Chair and CFO of FordDirect. He, too, advocates continuous interviewing as “the” way to ensure you have the right people in your network when it comes time to hire. He indicated the “entire executive team needs to be a part of the recruiting process.” I totally agree!
Harold Earley is the EVP and CFO of Foamex Innovations. Another fast-growing and, as the name implies, innovative company. They make foam, which is everywhere, and apparently, Foamex is the industry leader. Sadly, according to Earley, great finance talent is absent from the Philadelphia area.
The lack of top finance talent statement reminded me of the Duke University / CFO.com study results that indicated 21% of companies are in hiring mode; 16% would like to hire but don’t have the resources to do so; and 9.3% can’t find qualified employees. That 9.3% stat is telling. The question is, how do we bridge the gap?