Mike Liberatore

The CFO role isn’t strictly a finance-only job anymore. The best finance leaders I know think like operators. They understand how products are built, how systems actually work, and how decisions show up on the ground - not just in a spreadsheet (although I will always love spreadsheets!) My path to CFO crossed manufacturing, e-commerce, and fintech, and that mix shaped how I lead: focus on outcomes, not activity. That mindset matters even more now as AI takes on more of the “how,” and finance leaders step deeper into judgment, tradeoffs, and strategy. My advice for early-career finance professionals: ▶️ Build operating muscle ▶️ Learn how product and systems really work ▶️ Take roles that stretch you beyond finance Thanks to CFO.com and Sandra Beckwith for the conversation. 🔗 https://lnkd.in/gvPcCwFj

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PE-backed CFOs mistakenly treat nailing their yearly budget as their north star. But for sponsors, the real priority is equity value: spending the (right kind of) money to make more money at eventual exit. ​ See how CFOs can take advantage of tariff-related deal delays and elongated hold periods to drive equity value for exit down the road: https://lnkd.in/eZFw_uPP

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In today's environment, new tariff headlines Monday, new AI model Tuesday, rate volatility Wednesday, the CFO's job isn't to predict the noise. It's to be structurally ready to act before the decision is forced on you. This piece from CFO Leadership captures my approach. The framing I keep coming back to: scenario planning isn't about knowing the future, it's about reducing your reaction time when it changes. Worth a read if you want another perspective for when the variables keep shifting.

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Equity comp transparency: how much is too much? I wrote a piece for OnlyCFO exploring the trade-offs companies face when deciding how open to be about equity. It’s not just about being secretive vs. transparent—context, timing, and education all matter. I also cover what is changing in equity management, from post-termination exercise windows to equity compensation benchmarking. https://lnkd.in/gzMMZTSR Thanks to OnlyCFO for the opportunity to dig into this.

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Bridging the CFO Talent Gap: Embracing Interim Models, Tech Innovation, and Strategic Leadership for Future Proof Finance The escalating shortage of qualified CFOs is making waves both in the headlines and in boardrooms across the country. As retirements outpace new entrants into this pivotal role, innovative solutions are no longer optional; they are a necessity. In my experience, organizations that embrace interim and fractional CFO models can directly address this supply demand imbalance. Team based approaches, like those highlighted in recent articles, unlock a blend of skill sets and perspectives without the fixed cost of a traditional, full time hire. This agility can be a lifeline for companies facing sudden financial complexity, transformation, or upheaval. But it is not only about filling a seat, it is about elevating the value proposition of the finance team. The next generation of talent will increasingly come from candidates who combine traditional accounting expertise with a bias towards action and a tech forward mindset. AI, partnerships, and automation are rewriting the script for finance, making ongoing education and digital savviness essential. For finance professionals, more accessible role models and training environments are key. Companies must actively cultivate talent pipelines, focusing not only on technical proficiency but the leadership and strategic vision demanded by the CFO of today. Bottom line: Closing the CFO talent gap calls for flexibility, adaptability, and a willingness to nurture new types of leaders. Businesses that invest in this transformation will be best positioned for sustainable, profitable growth. #CFO #Leadership #FinanceTransformation #InterimCFO #TalentStrategy

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🚀 From CFO to CEO: It Starts with Influence, Not Just Insight 🚀 Yesterday, I had the honor of joining an incredible panel—my second time sharing the stage with this caliber of CFOs. There’s something powerful about talking shop with peers who know what it means to lead through AI disruption, hybrid workforce shifts, and the ever-expanding expectations of stakeholders. Here's what stuck with me: 1. AI Is the CFO’s Growth Lever—But Only If We Lead It 🔹 We’re no longer just stewards of the budget. 🔹 The best CFOs are co-pilots in AI strategy. That means working side by side with the CTO to build smarter pricing models, using AI to drive operational excellence, and—critically—ensuring our teams are fluent in the tools that will shape tomorrow. CEOs don’t just want us to find savings; they want us to uncover new revenue paths. AI is one of them. 2. The Skills That Elevate CFOs into CEOs 🔹 Strategic storytelling: Know your numbers, but also what story they tell. 🔹 Influence across silos: Rally teams behind priorities that span more than finance. 🔹 Agility: The five-year plan is fading; CFOs must lead in real time, especially in a world driven by AI and ESG. At the core of all three? Clarity, empathy, and a bias toward action. 3. The Power of the CEO-CFO Relationship One of the greatest accelerators in my own journey has been the daily dialogue with my CEO. Here’s what that relationship taught me: Trust is built in the trenches—not just in boardrooms. How you communicate matters just as much as what you communicate. Ask good questions—especially ones like, “What’s keeping you up at night?” Why CFOs Are Becoming CEOs Because we sit at the intersection of strategy, finance, and execution. We balance risk with ambition. We translate complexity into clarity. And most importantly, we build trust—across the org and beyond it. The bottom line: The CFO role is no longer just preparation for the CEO seat—it is leadership, full stop. And this journey becomes even more meaningful when walked alongside peers who challenge you and a CEO who pushes you to lead well beyond the numbers. Big thanks to the American Institute of Certified Public Accountants (AICPA) and CIMA for an amazing conference (two more days to go) , my fellow panelists Ilana Esterrich Erik Nakamura Chris Ortega (super connector) and , and my CEO Khurram Sheikh of CXAI—thank you for the trust, the partnership, and the daily masterclass in what modern leadership looks like. 🙌 #CFO #CEO #Leadership #AI #StrategicFinance #PeopleFirst

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🎉 We are thrilled to announce that we’ve raised $40 million in Series B, led by Smith Point Capital, LLC (founded by former Salesforce co-CEO Keith Block), with participation from The Hillman Company and our incredible existing partners. 🚀 ✅ With a total of $74 million in funding, we are accelerating our mission to build the Physical AI platform that makes robots "curious," empowering them to solve critical blind spots in the global supply chain. 🤖 🚚 The investment follows a year of massive momentum, Gather AI is now the operational standard for major logistics and manufacturing enterprises, including GEODIS, NFI, Kwik Trip, Inc., Axon, dnata, Barrett Distribution Centers, Inc. and Langham Logistics. 👍 A special thanks to Chris Lytle, Brooke Kiley Slattery, Sewon Park (Smith Point) and Talbott Simonds, Amanda Upton (Hillman), and all of our investors who continue to support us: Ajay Agarwal (Bain Capital Ventures), Chip Meakem (Tribeca Venture Partners), Benjamin Ling (Bling Capital), Greg Beaufait (Dundee Venture Capital), and Pano Anthos (XRC Ventures). 💪 Massive gratitude to the team at Gather AI for making this a reality. Join us (https://lnkd.in/e3zSf2St) as we build the future of the modern supply chain. We’re just getting started! Read the full story here: https://lnkd.in/eWr9bmXt #GatherAI #SeriesB #PhysicalAI #LogisticsTech #SupplyChain #Robotics #WarehouseAutomation

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Misalignment between payment terms, treasury policy, and supplier engagement often leaves valuable capital trapped in the system. At PrimeRevenue, we work with companies to uncover where liquidity is locked and, more importantly, how to free it. This isn’t just an operational fix. It’s a strategic advantage that enables reinvestment and accelerates growth. Idle cash is a missed opportunity. CFOs who unlock and deploy that liquidity with purpose are positioning their businesses to lead. There’s no place for anything less than this.

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As CFOs, we’ve witnessed a subdued M&A landscape over the past couple of years. However, 2025 is shaping up to be a year of both opportunity and complexity in the dealmaking space. According to a recent CFO.com article, interest rates have started to stabilize and economic sentiment is showing signs of recovery — creating conditions that could support a potential rebound in M&A activity, particularly in the second half of the year. Notably, private equity firms are sitting on over $2 trillion in dry powder, signaling a strong appetite for the right opportunities. That said, headwinds remain. Policy shifts such as newly implemented tariffs are adding uncertainty, and the FTC’s decision to maintain stricter merger guidelines points to continued scrutiny of larger deals. These factors are contributing to a cautious, more deliberate approach across the board. For finance leaders, it's an important time to stay close to the evolving market landscape. Whether evaluating partnerships, organic growth, or simply staying informed, understanding the forces shaping M&A today can help inform better decisions tomorrow. Curious — are others seeing signs of increased deal conversations in their industries? Or are caution and capital discipline still the dominant themes? #CFO #FinanceLeadership #MergersAndAcquisitions #PrivateEquity #StrategicFinance #EconomicOutlook #CapitalMarkets

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As a seasoned CFO, i have had the pleasure(or displeasure) to tell major decision makers that: "If It Doesn’t Earn, It Doesn’t Stay! " -Teams love a pilot, executives love innovation, and everyone loves the promise of “the next big thing.”But as CFO i expect to drive growth and have a duty to protect resources. On paper, the idea may sound smart. But when there is no return, no clarity, and no realistic path to implementation, it quickly turns into a distraction the business cannot afford.  As CFO, it is our responsibility to push for clarity early. Ask for numbers. Ask for measurable targets. Ask what will be sacrificed if this project goes ahead. When teams are forced to quantify their assumptions, the real value becomes obvious. Sometimes it holds up. Often it does not. 

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I had the opportunity to sit down with Jack Sweeney on CFO Thought Leaders for a conversation about the future of AI in enterprise financial planning, and how Pigment is helping leaders work smarter and collaborate more effectively across teams. We touched on why efficiency can be just as valuable as growth, and the lessons from my past experiences that continue to shape how I approach my work today. A big thank you to Jack and his team for having me, and for building a platform where finance leaders can share their perspectives on the evolving role of the CFO. Listen to the full episode here: https://okt.to/5RuMWi

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