1. The Context
Yas, as CFO, was already a capable leader in a complex industrial business. But he wanted to improve how he showed up as a strategic and commercial partner. After reading my book CFO of the Future, he booked a call with me and we chatted about his goals.
As CFO of a mid-sized distributor of industrial raw materials supplying to sectors including construction, chemicals, and manufacturing, Yas was responsible not only for finance, but also for helping ensure the broader business could scale in a sustainable way.
The business was in a phase of transition, looking to grow its revenue base, digitise systems, and build cross-functional alignment across a global supply chain. Yas was already delivering well, but he felt his role was becoming increasingly reactive. He wanted to be more deliberate in how he showed up, especially in executive and board settings. He also recognised that to support the CEO more fully, he would need to develop his strategic influence and cross-functional relationships.
2. The Challenge
Yas saw his own experience mirrored in the case studies described in CFO of The Future. Competent CFOs doing the work but not always feeling in control. After an exploratory call, he enrolled in The CFO Boardroom program and paid for it out of his own pocket he was so convinced that it was exactly what he was looking for.
What resonated most in those early days was the concept of "less is more". Yas said,
"The habits that Alena introduced really helped me, particularly with regards to the concept of less is more."
He began simplifying his reporting, being more intentional with his time, and challenging his own thinking. He was careful not to do more, but to do more of the right things, in the right way, for the right reasons.
3. Why Alena
My approach stood out to Yas because it isn't built around templates or formulas. It's built around better thinking. He recalls our first conversation clearly:
"I found myself taking notes within five minutes. Not because Alena was giving advice, but because of the way she reframed my thinking."
4. The Work
Over two years, Yas and I have worked together on mindset, communication, strategic delivery, commercial leadership and so much more. Yas describes the work as iterative, reflective, and deeply grounded in the business challenges he was facing in real time.
A turning point came when he read Be Your Future Self Now from my recommended reading list. Yas was initially sceptical. He said:
"It sounded like a bit of a rah-rah book"
But engaging with the ideas shifted how he thought about progress. He realised that the leader he wanted to become wouldn't just show up one day in the future. To become that person, he needed to iteratively build those skills and habits now, starting today, and think about his progress daily, rather than expect that it would all come together in some imagined future.
Together, we've restructured board papers. Reframed commercial updates. Role-played key stakeholder conversations. His time in The CFO Boardroom has been spent on the real, relevant aspects of his job and the challenges he faces in the day-to-day.
5. The Impact
✓ Remit expanded to include IT and Finance functions
✓ Better Alignment with his CEO
✓ Improved liquidity across the group
✓ Increased business revenue
✓ Finance team satisfaction increased
✓ Improved Board Meeting effectiveness
Yas describes his development as "like peeling an onion" each insight revealing the next layer of growth.
"It's almost like an onion peel, where you keep peeling it back and discovering more in terms of what you can do," he said.
He became more assertive in board meetings, and more open to conversations about matters beyond the finance function. Board reporting became more impactful, less operational.
After the first year, his CEO, having seen the quality of Yas's development and the business impact he had made, agreed to fund his continued participation in The CFO Boardroom program.Not only that, he started involving Yas earlier in strategic planning and decision-making. That partnership has become one of trust, alignment, and shared aspirations for the future of the business.
As a result, Yas's remit expanded significantly. In addition to finance, he now leads HR and IT.
"It's been a great experience, but wouldn't have happened if I hadn't broadened my mind in terms of what I can do and what I'd like to deliver," he said.
Perhaps most unexpectedly, Yas began contributing to sales:
"I never saw myself as a salesman," he said. "But now I can see how my thinking contributes to the whole business."
Internally, his finance team enjoys greater clarity and direction. Cross-functional peers now see him as a collaborator, not just the moneyman. And Yas himself is more confident, deliberate, and engaged than ever before.
Most significantly, both revenue and profit have grown under his leadership.
Yas is on track to deliver $0.5m positive profit impact and improved liquidity across the group.
6. In His Words
Click on the video below to see Yas talk about the value of The CFO Boardroom in his own words.
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