Ep. 243: Alissa Vickery - Stepping Into CFO: Balancing Multiple Finance Roles

Welcome to Count Me In! In this episode, our host Adam Larson welcomes back Alissa Vickery, Chief Accounting Officer, SVP Accounting and Control at FLEETCOR, who shares her journey as an interterm CFO at FLEETCOR. Discover how Alissa balanced multiple finance responsibilities, handled the weight of the CFO role, and developed her leadership strategies. Get ready for an engaging discussion that will inspire and inform.

Full Episode Transcript:
< Intro >

 

Adam:            Welcome to Count Me In. In today's episode, we are excited to have Alissa Vickery back on the show. Alissa is the Chief Accounting Officer, Senior Vice President, Accounting and Control at FLEETCOR Alissa, who served as the interim CFO at FLEETCOR shares her experience stepping into the role, navigating the transition, and balancing multiple responsibilities. She discusses the importance of building a strong team, seeking advice from mentors and auditors, and effectively communicating with peers and leaders. 

 

She candidly shares her success stories and learning opportunities, during her time as the interim CFO. Lastly, Alissa reflects on how this experience has shaped her career trajectory, and emphasizes the importance of being a business partner within the finance leadership role. Keep listening to hear Alissa's insights and advice. Let's get started.

 

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Adam:            Well, Alissa, we're very excited to have you back on the Count Me In podcast. And today we're going to be talking, a lot, about your role, how you served as an interim CFO at FLEETCOR. And, so, to start off, maybe, you can briefly describe your experience as an interim role and what were your main responsibilities?

 

Alissa:            Sure, so I guess I'll back it up a minute, when you get asked to sit in that kind of seat, even on an interim basis, it is quite overwhelming and humbling, all at the same time. And, so, after serving in various roles in the finance sector here at FLEETCOR over the last 12 years, stepping into the role and the responsibilities, and I'll just call it the weight of the position was, quite frankly, a moment where for me, professionally, I had to really look in the mirror and say, "Okay, I can do this. I'm ready. I can accomplish what my leaders are hopeful that I can accomplish."

 

But in terms of what prepared me for that, I think it's the experience of being on the journey of the FLEETCOR trajectory over that 12-year cycle, and holding various roles throughout the organization. But always in a global capacity, and always in the interest of, I'll call it the overall finance good. 

 

Whether it's helping with a deal and making sure that we're thinking through the risks and rewards appropriately, working on valuation, thinking about internal audit. It's really those experiences that prepared me to be able to step into the role in that moment, at that time, whether anticipated, unexpected, whatever. And, so, it was quite the opportunity, at that time.

 

Adam:            Yes, I can imagine the weight of stepping, into something like a CFO. Because if you're not used to that, if you've never been in that role, there's a certain level of responsibility that is on your shoulders, all of a sudden. Like one day you're not, and then the next day you are. So it's a big transition. How did you navigate that transition to that new role?

 

Alissa:            I would say I spent as much time as I could with my outgoing CFO, that was step one. Talked a lot with HR around how to navigate the executive ranks, if you will. I was already in the room, but having the CFO hat was a very different hat. And then I would say getting advice from both of those parties, as well as my external auditors. Who were already, I'll call it trusted business partners, as we navigated forward, and just trying to be, quite frankly, as prepared as I could be. 

 

But then also have the chats with my CEO, to understand exactly where he wanted me to focus. Because I knew that it would be challenging to be all things to all people. I already know that in my personal life/professional life. You can't do all things excellent, at the same time. If you're being a great employee, sometimes, you're not as great of a mom or a wife. And, so, always striking the right balance.

 

And, so, understanding what he was hoping that I would help control, and help manage, and get him comfortable with, as we moved forward. And, then, I think getting the advice from my outgoing CFO, who was quite gracious with the time he had left in the organization, around making sure that I was leaning on others. I was not in this by myself. I ha