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 oversee both the FP&A and Accounting functions at LIIF. It involves ensuring compliance and financial reporting for the parent company, three fully consolidated entities and 60+ New Markets Tax Credit (NMTC) LLCs. I actively participate 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

In today’s fast-changing business world, you can’t reach the success you're capable of as a finance leader without knowing how to lead change.

Unfortunately, finance and accounting teams are notorious for being resistant to change. 

But the truth is, it’s not resistance for resistance's sake.

The bigger issue is that many finance and accounting managers aren’t given change leadership training that’s specifically designed for them. 

Without this type of targeted support, change always feels like a challenge instead of an opportunity to drive real results.

And that’s where I come in—to help you and your team navigate change effectively to maximize your impact in your organization.

I am a Finance Executive, Keynote Speaker, and Content Creator, who has been featured in publications such as The Wall Street Journal, Accounting Today, CFO Brew, and Strategic Finance Magazine.

=> My mission is to help organizations upgrade their internal leadership development efforts, making life easier for their finance leaders and teams.

=> My 'Why' stems from learning many things the hard way on my journey to the C-suite, and realizing it was the norm.

=> My 'How' is through delivering insights, keynotes, and learning experiences to make change less painful and more doable for finance and accounting teams.

If that resonates with you, let's connect!

🌐WassiaKamon.com
📧Info@WassiaKamon.com

The CFO or FP&A team can’t be the only ones doing strategic work in a finance function.

But that’s still how most finance teams are built.

I’ve led accounting and FP&A for 15+ years across industries and company sizes, and the pattern is always the same:

> Strategic thinking stays at the top.

> Everyone else stays buried in transactions.

Here’s the problem with that:

- Finance is a mirror, not a motor

- The company misses early signals and reacts too late

- CFOs struggle to find internal successors that are "strategic enough"

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

⭐ Imagine if your AP team could identify vendor or supply chain issues before they impact margins.

⭐ Or if AR could surface early signs of customer distress before it hits cash flow.

Automation can help build the capacity to do this.

But strategic work doesn’t start with tools.

> It starts with people and how we train them to think.

That means helping your team:

- Know the difference between numbers that explain the past and ones that can shape the future

- See how their daily tasks impact bigger business goals

- Share analysis in a way that helps others take action

I wrote what feels like a whole book on this.

This cheatsheet is just the summary.

♻️ Repost if you find it helpful!

--------------------
If you are new here - Welcome 👋🏽

My name is Wassia (pronounced Wa-see-Ya),
and I post about what it really takes to reach and thrive at the executive level, especially in finance and accounting. 

If that resonates with you, click "visit my website" below my name to sign up for my newsletter.

Cheers!

Wassia Kamon, CPA, CMA, MBA

Sharing lessons from inside the C-Suite | CFO | Speaker | Host of The Diary of a CFO Podcast | Wharton Online Guest Faculty

This CFO of the Year award means a lot,
Not just because of the title,
But because of the journey behind it.

- The tears

- The rejections

- The long nights

- The risks and failures that didn’t always make sense

- The friends, coaches, and mentors who pulled me up

- And the amazing bosses and teams who created space for me to lead without watering myself down.

I'm incredibly honored and grateful to God for being named CFO of the Year by the Atlanta Business Chronicle, for the community service category.

Huge shoutout to Grace Covington Fricks and Martina Edwards for believing in me and trusting me to serve as CFO at ACE | Access to Capital for Entrepreneurs.

Thank you to everyone who’s been part of my career journey this far.

If you want to hear what I’m learning as I keep going, tune in to The Diary of a CFO Podcast!

We’re not done yet.
In Jesus' name,
Amen 🙏🏽

I’m a CFO today, but I still remember the first time someone told me:

"You are not strategic enough."

At the time, I was a Controller at a $100M+ company.

I had direct and indirect reports,

And I remember thinking, how? 🤷🏾‍♀️ 

I thought I was already doing all the right things, but I didn’t even know where to start.

If that’s you right now, save this post.

Being more strategic means understanding the bigger picture,

(How things work beyond your role, your department, and your organization)

↪️ So you can think ahead about risks, opportunities, and trade-offs

➕ And prioritize actions that create the most value accordingly.

Now, how can you do that when you feel stuck in the weeds?

Here are 3 ways to get started:

1️⃣  Block 20-30 minutes on your calendar 2-3 times weekly

- Use this time solely for pattern recognition and asking "why?"

- Focus on one specific dataset or process each session

2️⃣ Find ways to make your existing work strategic

For example:

- Include a "Business Implications" section to your regular report.

- Add a 5-minute "Patterns We're Seeing" discussion at the end of a team meeting

3️⃣ Make it a habit to go one layer deeper.

When reviewing any financial data,
Ask one question that goes beyond the surface.

For example:

- Surface: Did we meet budget?

=> Deeper: Which assumptions in our budget proved most/least accurate, and why?

- Surface: What's our DSO this month?

=> Deeper: Which customer segments show the biggest changes in payment behavior?

Start small, but start today!

I wrote a full guide on this for my newsletter subscribers.

You can access it here:

https://lnkd.in/eh42pXMX

----------------------------

If you are new here - Welcome 👋🏽

My name is Wassia (pronounced Wa-see-Ya),
and I post about what it really takes to reach and thrive at the executive level, especially in finance and accounting.

If that resonates with you, click "visit my website" below my name to sign up for my newsletter.

Cheers!

Kendra LaFleur, CPA  didn’t plan on becoming a partner.

She thought she’d spend a few years in public accounting, then head into a Fortune 500 role. 

Instead, she rose through the ranks and found her calling in mission-driven finance.

Now Audit Director at FORVIS Mazars and Board Treasurer for Girls on the Run Georgia, Kendra brings strategic leadership and empathy to her work.

In this episode of The Diary of a CFO Podcast, we talk about:

✅ How audit can be a strategic advantage, not just a compliance requirement

✅ What it's really like stepping into the partner seat

✅ How nonprofit finance is misunderstood, and why it’s often more complex than people realize

✅ The power of staying visible and coachable in your career

Here are the highlights of our conversation ⤵️

View newsletter: The Diary of a CFO Recap

Director at FORVIS Mazars and Board Treasurer for Girls on the Run Georgia, Kendra LaFleur, CPA opens up about her journey from intern to partner and 

Open article: Beyond Compliance: Kendra LaFleur on Becoming a Trusted Advisor by Wassia Kamon, CPA, CMA, MBA • 2 min read

Beyond Compliance: Kendra LaFleur on Becoming a Trusted Advisor

A timely conversation on leadership and stepping into the CFO seat, with the awesome Paul Barnhurst.
 
We talked board dynamics, influence, and what really prepares you for executive roles. 

In case you missed it, it's not too late...

"Just get to the point" isn't actually what executives need from you.

What they're really looking for is context for decision-making:

- What decision needs to be made?

- What happens if we do it (or don't)?

- How does this support our goals?

If you are not answering these questions,
it doesn’t matter how "brief" you are. 
Your recommendations won't land.

Having spent countless hours in executive meetings, I realized we aren't taught how to speak so executives actually listen.

So, we either go too deep in the details, trying to justify our recommendations by showing all our hard work.

Or we try to be so brief, we don't even address what matters most to them.

This cheatsheet shows 7 steps to pressure-test your executive presentations.

💡 What will help you long-term is actually increasing your interactions with executives.

- Don't limit yourself to just your company.

- Talk to executives in other organizations too.

- Join industry groups, attend events.

This will help you:

✅ Pick up on their communication style,

✅ Get more comfortable around them,

✅ Learn what gets their attention.

✅ Understand they think about problems before you need approval.

Your career will grow so much from these interactions,

Because we become who spend time with.

I wrote what a full guide on this.

This cheatsheet is just the summary.

♻️ Repost if you find it helpful!

--------------------
If you are new here - Welcome 👋🏽

My name is Wassia (pronounced Wa-see-Ya),
and I post about what it really takes to reach and thrive at the executive level, especially in finance and accounting. 

If that resonates with you, click "visit my website" below my name to sign up for my newsletter.

Cheers!

Before you can lead a company's money, you have to understand its engine.

Matthew Harlan shares how treasury leaders who understand the full business cycle, from how cash is generated to how it’s used, make better decisions.

Here are the highlights of our conversation ⤵️

Most people think of treasury as the team that manages cash and pays bills. But Matthew Harlan shows it's much bigger than that. From IPO readiness to

Open article: Why Treasury is More Than Managing Cash, with Matthew Harlan by Wassia Kamon, CPA, CMA, MBA • 2 min read

Why Treasury is More Than Managing Cash, with Matthew Harlan

Who says CFO content can't be cute?

This clip is from Episode 18 of The Diary of a CFO Podcast on what it feels like to lead without a roadmap. 

It’s my latest AI adventure, and it was way easier than the starter pack challenge ( For those who remember 😅 )

I used Riverside to generate it.

What do you think?

Should I turn more episodes into clips like this?

Stephen McLain, MBA led 250 soldiers, built internal controls in Iraq, defended budgets in front of 28 NATO nations and worked a the Pentagon over the course of 2 decades.

Today, he’s using that experience to help finance professionals develop the leadership and communication skills often overlooked in traditional education.

Here are the highlights of our conversation ⤵️

Stephen McLain, MBA is a U.S. Army Retired Finance Officer who served in various leadership roles in the United States and in overseas locations inclu

Open article: From Combat Zones to Corporate Finance: Stephen McLain on Leading in High-Stakes Environments by Wassia Kamon, CPA, CMA, MBA • 2 min read

From Combat Zones to Corporate Finance: Stephen McLain on Leading in High-Stakes Environments

Always a joy to have a conversation with the amazing Paul Barnhurst!

Some said he is the Joe Rogan of finance podcasts,

For me, he will always be the Oprah of finance podcasts.

Because somehow I was able to share great tips on building trust with executives, along with my unconditional love for Fried Turkey 🤣 🤣 🤣 

Listen and let me know what you think ⤵️

Helping FP&A Professionals provide value to their businesses | Founder of The FP&A Guy | Host of 3 popular Finance podcasts | Microsoft MVP

On this week's FP&A Tomorrow podcast, I had the pleasure of once again speaking with the amazing Wassia Kamon, CPA, CMA, MBA. We spent a lot of time talking about her experience being a first time CFO at Access to Capital for Entrepreneurs (ACE).
 
During the episode I was reminded by Wassia Kamon, CPA, CMA, MBA that leadership is about more than titles or technical skills—it's about showing genuine care and respect for your team.
 
When I asked what surprised her most about the CFO role, her answer wasn't about the technical challenges. It was about the board dynamics: "Every time you open your mouth, you are being assessed on what kind of financial leader you are. And is the company in good hands?"
 
Contrast this with what she said about promotions. Wassia said companies often promote people based on technical excellence without preparing them for people management.
 
What are you doing at your company to prepare people for people management?
 
Some key insights from our conversation:
 
➡️ Great FP&A isn't about reporting the P&L—it's about helping shape it
➡️ Titles don't automatically create influence—it must be earned through trust and relationships
➡️ Financial modeling remains the most critical technical skill in FP&A, understanding how changes ripple through all financial statements
➡️ Even with AI handling routine tasks, human judgment will remain essential for weighing variables and questioning outputs
➡️ To gain strategic influence, expand your network beyond finance to include perspectives from across the business
 
I particularly loved Wassia's advice for new leaders: be vulnerable, admit when you don't know something, and share your own learning experiences to help others avoid the same mistakes.
 
And yes, we also learned about her passion for cooking—especially deep-fried plantains and her traditional Ivory Coast dish of attiéké and fish! 🍲
 
Listen to the full conversation here: https://lnkd.in/g3sHhtKg
 
What was your biggest challenge when transitioning to a leadership role? Let me know in the comments ﻿﻿
 
This week's Sponsor is Corporate Finance Institute. Master real-world finance skills with CFI’s FMVA program to learn financial modeling, valuations, and strategic insights top finance teams use. Get 30% off any plan and take the next step in your career.

Explore now at https://lnkd.in/g-bZZUWu
 
⭐⭐⭐⭐⭐⭐⭐⭐⭐⭐⭐⭐⭐
📰 Join The Modern Finance Playbook Newsletter and get a free FP&A Business Partnering Digital Course Module at
https://lnkd.in/g5H4YsvH
📺 Check out the podcast on our YouTube Channel at
https://lnkd.in/ejtkdsQd

Here are a few quotes from the episode: “In FP&A, it's important to build those relationships early and not just be the person catching up after decis

Open article: The Influence Skills for FP&A Pros to Build Boardroom Trust Without the CFO Title with Wassia Kamon
 by Paul Barnhurst • 2 min read

The Influence Skills for FP&A Pros to Build Boardroom Trust Without the CFO Title with Wassia Kamon

Jenny Fuss has led finance teams in Germany, China, and the U.S.

Each move meant learning a new way of working. 

In this episode, she shares how working and living in three different countries shaped her leadership style and helped her lead major transformations.

Here are the highlights of our conversation ⤵️

Some CFOs start by focusing on the numbers. Jenny Fuss starts with people. In this episode, she shares how working and living in three different count

Open article: Leading Finance with Curiosity and Cultural Intelligence, with Jenny Fuss by Wassia Kamon, CPA, CMA, MBA • 1 min read

Leading Finance with Curiosity and Cultural Intelligence, with Jenny Fuss

I came across this visual on Instagram,
and it immediately made me stop and think.

Because this is exactly how I’ve had to operate in my role as CFO.

📅 My calendar is packed.

And, some days I fall behind on things as basic as replying to an email.

So when I finally get a few minutes with my CEO or other execs, I know I don’t have time to waste.
We’re all stretched.

🎯I just go in with the one thing that matters, and why it matters.

But to do that, the message has to be clear in my own head first.

1️⃣ So I grab a piece of paper and write at the top:

“What’s one thing going on right now that needs attention?”

2️⃣ Under that, I make two columns:

- On the left: "what we can do about it"

- On the right: "what impact that will have"

3️⃣ Then I draw arrows from actions to outcomes to see what combination matters most.

And, that’s what I bring into the conversation.

Because when your calendar is stacked,
And your time with execs is limited, 
Clarity wins!

💬Now your turn:
How do you prepare for your meetings with execs?

---
Image Credit: Overnight Strategist on IG

You can’t scale a SaaS company with billing methods from the 2000s.

Apurv Bansal, co-founder of Zenskar,
Joined me on The Diary of a CFO Podcast
To talk about why even tech giants struggle with billing and how modern finance teams can finally break free.

We covered:

✔️ How AI-native tools like Zenskar can handle today’s pricing models easier

✔️ How to determine when to automate and when it’s too early

✔️ How to avoid implementation failures

If you work in tech or at a SaaS company, this is an episode you don’t want to miss.


#Sponsored

Taplio

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