CFO THOUGHT LEADER

At Greyson Clothiers, opening a new store can mean committing capital long before the first meaningful returns arrive. For CFO Neely Rosen, that gap between investment and payoff has become one of the defining challenges of helping a growing apparel company scale.
Greyson's business began in wholesale before expanding into e-commerce and company-owned retail stores. Its Detroit flagship, Rosen notes, has become one of its strongest performers. Now, following a capital raise in late 2024 and a NetSuite implementation, the company is preparing to introduce its own footwear line while expanding its retail presence.
The question is how to fund that growth without losing sight of profitability.
Rosen's perspective reflects an unconventional career. At Campbell Soup, she moved beyond auditing processes to helping build them during an SAP implementation. At Urban Outfitters, she led a major Oracle systems transformation. Later, as CFO of the Greater Philadelphia YMCA, she developed a leadership philosophy rooted in collaboration and service.
Those experiences now inform her approach to technology, talent, and financial decision-making.
At Greyson, Rosen works closely with merchandising, production, and supply chain leaders, particularly as tariffs and shifting trade conditions complicate operating decisions. She also sees AI changing what finance teams must deliver: not simply forecasts, but insights that anticipate what comes next.
For Rosen, the challenge is deciding when to invest in stores, systems, products, and people—and when those investments should begin producing returns. As Greyson shifts its attention from infrastructure to customers and profitability, capital allocation remains the question occupying her CFO agenda.

For Anaplan CFO Hemant Kapadia, one of the more revealing measures of the company’s transformation isn’t revenue growth alone. It’s the fact that Anaplan has nearly the same number of employees it had when it was taken private in 2022—even as annual recurring revenue has grown from approximately $600 million toward $1.4 billion.
The company has also become materially more profitable, generating free cash flow margins in the mid-30s. That financial flexibility has helped fund a $500 million investment commitment spanning infrastructure, platform development, new applications, and artificial intelligence.
Yet Kapadia’s ambitions extend beyond Anaplan’s product roadmap.
Drawing on an engineering background and 14 years at General Electric, he has long viewed financial performance through an operational lens. Today, that perspective informs Anaplan’s internal AI Readiness program, an initiative he leads to identify opportunities for redesigning processes across the business.
Rather than treating AI as another cost-reduction exercise, Kapadia wants employees to reconsider how work gets done—and which activities deserve their attention.
“Our approach is not to say we’re gonna implement AI and we’re gonna cut, you know, thirty percent of the organization,” he explains.
There’s a similar philosophy behind Anaplan’s own financial operations. By connecting sales forecasts, customer bookings, workforce costs, and cloud expenses, Kapadia says he effectively has a daily financial close, allowing investment decisions to be made during a quarter rather than after it ends.
Looking ahead, his challenge is whether Anaplan can double or triple its business while keeping employee growth far below historical norms.
For Kapadia, AI’s promise isn’t simply doing the same work faster. It’s changing what the organization can accomplish.

At SuiteWorld 2026, NetSuite’s founder outlines how AI is transforming business software—and what the shift means for CFOs.
When Evan Goldberg, founder and executive vice president of Oracle NetSuite, declares that ERP as we know it is over, the statement carries particular weight. Goldberg helped pioneer cloud-based enterprise software in 1998, challenging the conventional wisdom about how businesses should manage their financial and operational systems.
Nearly three decades later, he sees artificial intelligence driving an equally consequential transformation.
Speaking with CFO Thought Leader at SuiteWorld 2026 in Las Vegas, Goldberg described a future in which ERP systems do more than organize information, automate transactions, and generate reports. Increasingly, they will anticipate problems, recommend solutions, and execute work—with human oversight.
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To Goldberg, the transformation rests on three developments: AI becoming the primary user interface, ERP becoming tailored to individual businesses, and software gaining the ability to perform more work autonomously.
The implications extend well beyond technology.
Goldberg believes finance teams will increasingly apply their analytical capabilities across the enterprise, identifying operational issues before they affect financial results. He also sees the traditional month-end close giving way to more continuous financial visibility.
Rather than focusing exclusively on achieving a zero-day close, Goldberg argues that CFOs should consider how accurately their systems can reflect the business throughout the reporting period.
That shift could fundamentally change how finance contributes to decision-making.
“We’re really trying to free up the CFO from firefighting mode to strategic analysis mode,” Goldberg explained.
For CFOs, the emerging opportunity is not simply to automate existing responsibilities. It is to redirect financial expertise toward decisions that shape business performance—while increasingly intelligent systems handle more of the underlying work.

When Steve Fox joined Every Man Jack in 2021, the men’s personal care brand had a new private equity owner and an ambitious growth agenda. Carlyle Group saw an opportunity: a widely distributed brand that had never invested heavily in marketing. The challenge was finding the operating leverage to fund that investment.
For Fox, the answer increasingly lies in technology.
At Every Man Jack, a company known for its outdoor-inspired grooming products, the finance team has remained at five employees even as transaction volume has tripled. Fox credits investments in technology and a growing emphasis on automation.
The initiative even has a name: “Nix the Clicks by 26.”
The goal is to eliminate manual transactions and replace traditional workflows with functional command centers where employees supervise automated processes, investigate exceptions, and monitor business performance.
The transformation gathered momentum after Every Man Jack implemented NetSuite in September 2025. A month later, at SuiteWorld, the company’s IT manager connected the new ERP platform to emerging AI capabilities.
Still, Fox recognizes that easier access to technology brings its own complications. With roughly 70 employees suddenly capable of creating software-driven solutions, the company established an AI oversight committee to prevent duplication and keep experimentation aligned with strategy.
It’s a distinctly operational approach from a CFO whose career began in public accounting before taking him into retail management and high-growth businesses.
And while Fox is enthusiastic about what technology makes possible, his guiding principle remains decidedly human: successful adoption begins with investing in people.

When Joe Iantosca arrived at Cyera as CFO, his first hire wasn't an accountant or an FP&A professional. It was a data engineer.
For Iantosca, the decision reflected a conviction formed over years of working inside technology companies: Finance cannot help steer a business without reliable access to the information driving it.
That conviction first took shape at Palantir, where he witnessed the impact of centralizing financial and operational data. At BetterCloud, where his responsibilities eventually expanded into the COO role, he carried the lesson further, connecting product, marketing, and business information into a common analytical foundation.
At Cyera, that experience has become especially relevant.
The five-year-old cybersecurity company operates across 15 countries, employs approximately 2,000 people, and has completed seven acquisitions. Its ambition is to build a comprehensive AI security platform that helps enterprises adopt artificial intelligence while protecting sensitive data.
For Iantosca, financing that expansion involves more than allocating capital. It means understanding how customers are acquired, how products reach the market, and how new offerings become commercially successful.
His operating background has also made him unusually comfortable entering customer conversations and examining the friction that can slow enterprise sales.
Meanwhile, the company's investment in centralized data is helping finance pursue AI-driven automation, including potentially significant changes to the month-end close.
The challenge ahead is balancing experimentation with financial discipline. Cyera encourages employees to test new ideas and move quickly, but major investments require evidence.
Iantosca's priorities reflect that balance: adaptability, discipline, and the successful commercialization of new products.