ACE | Access to Capital for Entrepreneurs

ACE | Access to Capital for Entrepreneurs is the largest exclusively small business focused CDFI in the state of Georgia, providing capital, coaching, and connections to underserved entrepreneurs.

Chief Financial Officer

Wharton Online

I led a session on "Navigating Change and Uncertainty with Confidence" for the  Wharton Online FP&A Certificate program in partnership with Wall Street Prep. 

For FP&A professionals, dealing with uncertainty is a certainty. They are often required to build models, make projections, and facilitate decisions despite limited data, guidance, and time, all amidst a volatile business landscape. My session leverages the Rumsfeld Matrix and proven techniques to help participants identify and address known and unknown factors, build resilience, and thrive through change and uncertainty.

Guest Faculty | Online Course Instructor

The Diary of a CFO Podcast

Whether you’re part of a finance team, aspiring to the C-suite, or just looking to get budgets approved faster, this podcast is for you.

In each edition, I share my reflections on various leadership topics, along with wisdom from other business leaders, to help you lead any organization with confidence. 

For topic and guest suggestions, as well as sponsorship requests, send an email to Ask@thediaryofacfo.com

Podcast Host

Low Income Investment Fund

The Low Income Investment Fund (LIIF) is a national nonprofit Community Development Financial Institution (CDFI), with $2 billion in assets under management. Our mission is to mobilize capital and partners to achieve opportunity, racial equity, and well-being for people and communities.

As VP of Finance and Accounting, I oversaw both the FP&A and Accounting functions at LIIF. It involved ensuring compliance and financial reporting for the parent company, three fully consolidated entities and 60+ New Markets Tax Credit (NMTC) LLCs. I actively participated in Finance and Committee meetings, including the preparation of materials for the Board of Directors.

Key Accomplishments:
●	Was promoted within 3 months at the company
●	Successfully led annual financial audits, as well as our single audit and SEFA efforts, within a few months of being onboarded.
●	Established a regular cadence of monthly reporting and quarterly budget variance meetings across the organization.

Vice President, Finance and Corporate Controller

Responsible for leading overall financial accounting, financial reporting, tax, compliance, and accounting operations. Providing technical guidance on complex accounting standards, i.e., ASC 606 revenue recognition and ASC 842 lease accounting.

Vice President, Corporate Controller

ACM Chemistries, Inc.

ACM Chemistries is a chemical manufacturer of color and performance enhancing admixture products for machine-made concrete products.

Reporting to the President/Chief Executive Officer, I was a member of the Senior Leadership Team, providing leadership and financial expertise for company-wide strategic planning and execution.

Led all financial and fiscal responsibilities of the company, leading the budgeting process.

Including all aspects of accounting and finance activities, outside Finance & HR relationships with banks, insurance partners, 401k administrators and auditors.

Managed financial and cash flow planning to ensure availability of funds as needed, while monitoring compliance with debt covenants and financial control processes.

Implemented various process improvements and systems enhancements within my department to improve productivity and customer service to internal and external customers.

Vice President, Finance & Accounting

Boehringer Ingelheim

Boehringer Ingelheim is family-owned pharmaceutical manufacturing company headquartered in Germany revenue of $22B+in total sales – $8B+ in US – and over 52K employees worldwide.

In this role, I led  FP&A for four business units’ gross-to-net results, with $120M worth of marketing programs.

Key Accomplishments:
•	Reduced variance between actuals and accruals from 5% to less than 1% by implementing a cross-functional forecast process within the first year in the role.
•	Led several cross-functional team collaborations to develop a proactive process to reduce variances in the future.

Associate Director of Finance, Gross-to-Net FP&A, Livestock & Equine 

I led FP&A and had full P&L responsibility for two business units, including monthly forecasts, annual budgets and long term forecasts submissions to GBS. 

Key Accomplishments:
• Streamlined input of budgeted sales data by designing a TM1 template that enabled $1.8B of sales to be uploaded across five business divisions in a seamless, standardized way within the first 6 months in the role.
• Enhanced reporting packages sent to business units by adding new KPIs to monitor and  improve strategic initiatives.

Senior Finance Manager, Swine & Poultry Controlling/FP&A

Intralot

Intralot, Inc. is a software technology company that also manufactures lottery vending machines.

As Controller, I was responsible for accounting and finance functions, pertaining to financial reporting, FP&A, internal and external audits.

Key Accomplishments:
• Successfully led a team of five direct and 10 indirect reports and supervised all accounting and finance functions including Accounts Payable, Accounts Receivable, General Ledger, Tax, and Treasury.
• Built the FP&A function from the ground up and made the team scalable to support growth.

Corporate Controller

I was the liaison between the US accounting department and our parent company’s accounting team. I also coordinated month-end close and financial consolidations of the US entity and its subsidiaries.

Key Accomplishments:
• Reduced month-end close time nearly 50% – from 11 to 6 business days.
• Spearheaded the Cognos TM1 system implementation for FP&A, as well as other system upgrades.

Accounting Manager

Staff Accountant/Senior Accountant

Audit Assurance

Donald Skalr and Associates

Tax Associate

Your Finance Progression + Resilience Partner | Helping New Hires and Managers' Transitions in Finance Teams | VP of Finance | Keynote Speaker | 40 Under 40 CPA Practice Advisor

Most finance functions are built to report, not to lead. That creates blind spots for CEOs, delays decisions for boards, and leaves CFOs without a pipeline of ready successors.

I’ve spent 15 years leading finance teams and now serve as CFO. No matter the industry, the pattern is the same: strategy stays at the CFO and sometimes the FP&A level, while the rest of the finance team is stuck in transactions. And, that gap holds everyone back:

- Companies miss early signals,

- CFOs struggle to find successors,

- Financial reporting ends up unreliable or irrelevant for decisions,

- Talented people feel stuck doing work that doesn’t grow them or the business.

What boards and CEOs value isn’t another report. It’s finance leaders who can spot signals early, frame choices clearly, and influence outcomes. 

That’s the standard I’ve led teams by, and it’s what I now teach through Wharton Online, The Diary of a CFO podcast, speaking engagements, and the development programs I’ve created.

If you’re building a pipeline of finance leaders or aiming for the CFO seat yourself, let’s connect.

🌐WassiaKamon.start.page
📧Info@WassiaKamon.com

What an honor to be one of the 2025 AICPA & CIMA Global Women to Watch,

with my good friends Kendra LaFleur, CPA, Janice Stucke, CPA, Stacey Mahajan, CPA,CGMA,CITP and so many amazing women in accounting and finance.

The reality is, so many of the women in this picture have succeeded in roles where they were often the first, the only, or the underestimated.

And yet, we are still thriving and lifting others as we rise.

To my fellow honorees:
Congratulations 🎉

To the next generation:
We're here, 
We're cheering for you, 
and the door is wide open.

Wassia Kamon, CPA, CMA, MBA

CFO in the trenches | Speaking & writing about leading high-performing finance teams | Wharton Guest Faculty on navigating uncertainty | Host of The Diary of a CFO podcast

Mark Johnson has helped CEOs pick CFOs for two decades.

In this conversation, he breaks down how the role has changed and what boards and CEOs now look for in a modern finance leader.

When I asked him what differentiates today’s standout CFOs,

He said: 

✅ IQ - still matters to get you in the door.

✅ EQ - emotional intelligence to build trust and win hearts

✅ SQ - social intelligence for authentic connections

✅ AQ - adversity quotient for resilience when things go sideways

We also discussed how:
 
✔️ Your resume won’t differentiate you anymore.
 
AI can make everyone look “perfect on paper.”

✔️ First-time CFOs get hired because someone believes in them.

✔️ CFO to CEO pathways are more possible than ever.

This is such an insightful episode.

🎧 Listen now on Apple, Spotify, or YouTube

I’ve never heard someone break down the path to the modern CFO role this clearly. 

Between IQ, EQ, SQ and AQ, which one do you think is most important for effective leadership?

View newsletter: The Diary of a CFO Recap

When CFOs leave, CEOs don’t stress about the numbers. They stress about who’s left to keep the business steady. Mark Johnson has watched this play out

Open article: What CEOs Want from Today’s CFO, with Executive Recruiter, Mark Johnson by Wassia Kamon, CPA, CMA, MBA • 2 min read

What CEOs Want from Today’s CFO, with Executive Recruiter, Mark Johnson

Back at my all-time favorite conference:
The AICPA Future of Finance Summit!

I almost didn't make it this year because of work, but I am so glad I did.

As a leader, you cannot pour out of an empty cup, especially in this environment.

I'm glad I was able to attend the session on Mergers and Acquisitions presented by the amazing Katherine Lok, CPA, CMA, CPA(N.D.), CGMA 

I'm super excited for reconnecting with some of my favorite finance folks, Tom Hood, CPA,CGMA,CITP , Kelly Lorenz and the Finance Sisterhood!

Stacey Mahajan, CPA,CGMA,CITP, Carrie Kruse, CPA, CGMA , Janice Stucke CPA 

More to come!

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