Most finance people never get mentors who have lived and learnt through capital raises, IPOs, administrations or ACCC scrutiny. The CFO Track changes that. I am Tom Hunter, and every week I sit down with top Australian CFOs to unpack what happened and what they learned. Clear steps, real lessons and as always, free on Spotify, Apple Podcasts, YouTube and LinkedIn Live.
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Données mises à jour le 12/08/2026
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19 Years at SAP and Why She Never Left - Gina McNamara (SAP)
Saison 3 · Épisode 1
mardi 11 août 2026 • Durée 45:26
Everything that made her great as a specialist didn't help her as a CFO.
Gina McNamara told me that this week on the first episode of Season 3 of the CFO Track.
Gina is the Regional CFO at SAP. She has been there 19 years, with 6 market units across Asia Pacific, Japan and China.
Gina joined through an acquisition as a contractor. She wasn’t even permanent at the time, but took every role that would help her learn.
Revenue recognition and commercial business partnering. Each one built her skillset, helped to earn trust and Gina made it to CFO, still in her 30s!
Then the job changed her career.
Male dominated and difficult conditions at times. The skills she’d spent years building were the wrong ones for the role she was now in.
Gina began working with an executive coach that gave her a different perspective.
“What if you just left those 20 emails at 5pm? What would happen?”.
Gina’s team had to tell her to stop doing their jobs and she started stepping into the role she knew she could do all along.
19 years with SAP, because she kept choosing to learn.
Not settling for comfortable, but 19 years of progression and growth.
A massive Season 3 is here for The CFO Track. Welcome back!
Highlights:
• Her first year as CFO nearly broke her and an executive coach turned it around
• Why lateral career moves matter more than promotions for building a path to CFO
• How she survived an acquisition as a contractor and turned it into an 19 year career
• The moment her team told her to stop doing their jobs and why it was the best feedback she got
• What happens when you say no and someone tells the CEO you don’t understand
• How SAP is running vibe coding sessions inside its own finance function
• What it takes to manage six markets across Asia Pacific as a working parent
• Why 19 years at one company is not stagnation when the business never stops changing
Tom Hunter, Story Recruitment - first-CFO and first-finance-hire search for Australian tech, fintech and deeptech startups. Host of the CFO Track Podcast. Storyrecruitment.com.au
Stepping Back and Being Nice to People - Mihir Bhatt
Saison 2 · Épisode 16
mardi 21 juillet 2026 • Durée 47:47
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30 day free trial by visiting tallystone.com/cfotrack.
He walked into the phone room at 21 and is now the Group CFO.
Mihir Bhatt working on the phones, 20 hours a week, when he walked across the office and asked the finance team if there were any jobs going.
There was, a 3 months of accounts payable cover for someone on leave.
He put his hand up and it started the rest of his career.
He did every job in the finance function.
AP, payroll, bank approvals, tax calculations, Financial Controller, Finance Director.
He implemented the Paprika finance system globally and then he took a step back.
Finance Director to Commercial Manager. Smaller role on paper, but much bigger in reality.
It set him up for an 11-year run to now as the newly appointed Group CFO of WPP, the world's largest advertising and media group.
If you're weighing up a big career decision and how it will impact your future, this one's for you.
Highlights:
The step back from Finance Director to Commercial Manager, and the line Mihir landed on: look at the role, not the job title
Why external perception of a career move only hurts for 4 to 6 weeks
The small office finance years that still pay off 15 years later
The acting CFO baptism: COVID hit, the WPP CFO stepped down, Mihir was the 2IC, and he led the group through
Capital as a Force and the 3 Skills to build a business - Dr Tanvir Uddin
Saison 2 · Épisode 15
mardi 14 juillet 2026 • Durée 57:28
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack.
He walked away because the environment was too comfortable.
Dr Tanvir Uddin walked away from a role at the Islamic Development Bank in Saudi Arabia because the room was too comfortable.
It might seem like an odd time to quit. He was in the role and succeeding
International salary, education, healthcare, every perk you'd expect from a global bank.
But he walked away because the culture told him to stay in his lane while the world's problems remain unsolved.
He'd already had the McKinsey years before that and an agricultural enterprise stint in Indonesia with the Clinton Foundation .
He also has a PhD and he wasn't your typical finance person.
He'd come into finance through a single insight that he says hasn't changed since.
Capital is the most powerful force for moving and changing societies, countries and economies.
If you want to have impact at scale, you have to learn how to move it.
So he came home. He spent time at Brighte during the high growth years and picked up a perseverance lesson from Katherine McConnell that he still quotes.
Then he founded Vyro, which led him to Invest Wholesum, the values aligned investment platform he runs now as Founder and CEO.
From 1.5 clients and 10k revenue to over 600 million in capital raised - Bryn Leggett (HelloCFO)
Saison 2 · Épisode 14
mardi 7 juillet 2026 • Durée 53:49
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack.
The thread through Bryn Leggett's career is naivety as an asset.
He started Hello CFO circa 9 years ago with a 6-month-old baby at home.
His wife was on maternity leave, a recent mortgage, 1.5 clients and about 10k of revenue.
His clients have now raised over $600 million.
Early in his career, he spent 6 years as a square peg in a round hole at Grant Thornton.
He felt like a non-accountant in an accounting firm who'd never studied accounting at university.
But he didn't wait to be assigned the interesting work. He agitated for it.
Forensic valuations, FP&A inside a higher-education scale-up, transaction services in corporate finance.
Then nights and weekends with a property tech startup.
That became the proof of concept for Hello CFO.
Bryn breaks down how a non-accountant built one of Australia's most established virtual CFO firms.
Including the housekeeping mistake that resulted in a lead investor pulling out and why the 18-month skills curve critical for any startup CFO.
For startup/high growth finance professionals, this is one you can't afford to miss!
Highlights:
The 2006 Stanford Entrepreneurial Thought Leaders podcast that set the career direction
Counting sand, tennis pros and the CFO role he didn't expect - Tim Bensley
Saison 2 · Épisode 13
mardi 30 juin 2026 • Durée 42:59
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack.
Tim Bensley took the Group CFO job at Carpet Call when the owner walked into his office and asked if he wanted it.
Tim thought about it for about a second and said yes.
He hadn't been planning on the role.
He had been at the company five years, running a commercial team, and didn't consider himself a candidate.
He was, in his own words, a happy little worker bee.
Leading up to that point, Tim was one of the most travelled accounting/finance professionals in Australia.
Starting in Gilgandra, a country town of 2,000 people north of Dubbo.
Then roles in Brisbane and Perth, where he taught engineers how to count sand!
Including a stint at Tennis Australia, as a massive tennis fan, where he bumped into Lleyton Hewitt and Pat Rafter in the corridor talking about a budget.
He finally found his call as Commercial Manager at Carpet Call.
Then the owner walked into his office.
The three-sentence brief Tim got in the first couple of days has shaped how he's run the role ever since.
Make decisions. People are waiting for you to make decisions. I(the founder) don't want to make the decision.
In the years since, Tim has built on open-and-transparent philosophy he took into the role on day 1.
While building the change management playbook he runs on now.
Borrowed Power and Purple People - Rafael Pasquet
Saison 2 · Épisode 12
mardi 23 juin 2026 • Durée 43:50
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack
Rafael Pasquet sold a pair of single boxing gloves at 7 years old, at a flea market in Germany.
He'd bought them as a pair. He sold each one for the price he paid for both. His mother still tells the story.
Most recently, he's the CFO of Mercedes-Benz Financial Services Australia.
17 years at Mercedes-Benz across 6 countries. A graduate program that moved him through 4 roles in a single year.
He also took on one of his favourite roles of his career.
A Chief of Staff role supporting the Global CFO with a portfolio of a €130 billion in 40 countries.
Including building a custom iOS reporting app in 2014 that even now would still be ahead of its time.
Then he moved to Singapore, where he stepped into a Regional CFO role and unexpectedly inherited APAC responsibility when his boss left soon after he started.
Weeks later, while recovering in ICU, he helped lead the carve-out of China from the regional structure.
And before any of it, he paid his way through university as a paramedic, performing CPR hundreds of times before he ever completed a board pack.
This led him to be a NED at the Emergency Services Foundation, looking after mental health for the people who do the job he used to do.
Primary Teaching to Tech CFO & Building Finance from Zero - Kaycee Singh
Saison 2 · Épisode 11
mardi 16 juin 2026 • Durée 38:24
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack
Kaycee Singh got her first A in Year 11 accounting and still enrolled in a Bachelor of Education.
She lasted until a tutorial on teaching maths to 7-year-olds.
Billy kicked a ball to Sally, who already had two balls. How many now?
Kaycee transferred to commerce the following semester!
She found a role with a mining company, where she reviewed historical port time, found the gap between what they were paying for and what they were using and renegotiated the shipping contracts.
Her CFO's reaction: "Why didn't I think of that?"
Not long after, she saw a startup with no finance function and a lot of structure that needed building from scratch.
She pestered the CEO on LinkedIn until he agreed to interview her.
She got the role, built the function and kept a secret from her own CEO the whole time.
He did not know she was teaching herself from YouTube videos and practising 3-way forecasts on her own home finances.
Today Kaycee is CFO at UrbanX, a Brisbane proptech scale up helping high performing real estate agents launch their own independent agencies.
He Watched Global Markets Freeze, Then Went Through It Again - Akbar Shah
Saison 2 · Épisode 10
mardi 9 juin 2026 • Durée 55:48
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30-day free trial by visiting tallystone.com/cfotrack
He was a few years into his career at NAB when the world's capital markets froze overnight.
Akbar Shah was in treasury, the part of the bank that manages funding, liquidity and access to capital, when the GFC hit.
One day, that access was a given. The next, it was gone.
Institutions that had been around for centuries were collapsing or being absorbed.
Governments were stepping in with sovereign guarantees just to keep the system moving.
And Akbar was front and centre, working through stress tests and contingency plans while the financial architecture of the modern world was being rewritten around him.
He stayed at NAB for 16 years.
Treasury, capital markets, and a secondment to New York, where he discovered what it means to represent an Australian bank that nobody in the world's biggest financial market had ever heard of.
When he came home, he found that international experience carries an unexpected penalty.
Out of sight, out of mind, even inside the same organisation.
Then COVID arrived at the same bank and demanded the same grit for a completely different kind of crisis.
He went from 30,000 colleagues at NAB, to a team of 200 with Hume Bank, from committees and governance layers to immediate cut-through and total accountability.
Only the scale changed, the things that actually mattered didn't.
If We Get This Wrong, We're In Real Trouble - Cale Bennett
Saison 2 · Épisode 9
mardi 2 juin 2026 • Durée 51:30
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30 day free trial by visiting tallystone.com/cfotrack
CTM lost 90% of its revenue in a single month.
Cale Bennett was part of the team that cut 1500 jobs to save the remaining 2000.
At 17, Cale Bennett started university, studied international finance and landed on an FX trading desk managing sums of money he still can't quite believe anyone trusted him with.
What followed was a career that moved through FX and interest rates in Brisbane and Sydney, a stint at Macquarie during the GFC and then corporate treasury at Aurizon through a government demerger and float.
What he didn't know when the Aurizon chapter closed was that a relationship built during that period would end up reshaping the next stage of his career.
A banker who remembered him from the Aurizon days rang a CFO and made the case for Cale to get a second interview at Tatts Group.
He got the job.
That same banker, nearly a decade later helped Cale save CTM during COVID when the business lost 90% of its revenue in a single month.
The team cut 1500 jobs to protect the remaining 2000.
Between those two moments he went from Group Treasurer at Tatts to building software from a coworking space in Kyoto.
Then deliberately taking a role with Bank of Queensland finance because he thought he had gotten lucky the first time around.
"If I fail here, then I was right," he says of the imposter syndrome that drove him into one of the most complex roles he could find.
Again, he didn't fail.
From Wembley’s Half-Billion Loss to IPO of the Year - Sean O'Donoghue
Saison 2 · Épisode 8
mardi 26 mai 2026 • Durée 01:04:12
This episode was brought to you by Tallystone. Use the promo code CFOTRACK for a 30 day free trial by visiting tallystone.com/cfotrack
This CFO watched north of half a billion dollars disappear on the Wembley Stadium construction project.
While they were working on Wembley, the steel contractor went broke partway through construction. What followed was a domino effect that hit Multiplex from every direction at once.
Sean O'Donoghue was the CFO carrying that and what he took from it shaped 40 years of financial leadership.
Before Wembley, he was at KPMG in 1983, closing ledger books with a ruler the year Excel launched.
After he helped build a digital bank called 86400 that NAB eventually bought to replatform UBank.
Then 12 years as CFO of Cuscal, Australia's fifth end-to-end payments company.
Culminating in a November 2024 ASX listing that won IPO of the Year and saw the share price move from $2.50 to $4.
When the analysts asked him to describe the company, he said: "Boring and predictable, like me." They loved it.
In this episode, Sean breaks down what 4 decades in the chair actually teaches you, from the red journal book to real time payments
Sean retired from full-time corporate life just before Christmas. The lessons do not retire with him.
He's also one of the funniest people you'll ever meet. This is one you don't want to miss out on!
Episode Highlights:
The Wembley Stadium domino effect and how to respond without reacting
"I was surprisingly quite calm" — the realisation that the CFO chair is the 1 where there's nobody else to pass the buck to
Treating senior people on his team as partners, not dotted line reports
Why being nice to people on the way up is the underrated discipline of senior finance leadership
This is one of the most interesting finance origin stories I've had on the show.
The thread through Tanvir's career is the same as the thread through this chat.
Capital is a tool. The goal is to use it on something worth focusing on.
Highlights:
The McKinsey years and the insight that brought a non-finance, PhD trained founder into finance
"Capital is the most powerful force for moving and changing societies, countries and economies"
The IsDB Saudi fellowship, the IE Business School sponsored Master's, and the cushy seat Tanvir walked away from
"Stay in your lane" - the universal corporate frustration that defined the leap
The 3 skills every finance career compounds on: modelling, executive communications, storytelling
Why the most impressive capital raises sell a story the numbers support, with SpaceX as the example
The Brighte high growth years and the founding of Viro into Invest Wholesome, the values aligned investment platform Tanvir runs today
The square peg at Grant Thornton: a non-accountant in an accounting firm who agitated his way into valuations, FP&A, and transaction services
The Cubbi weekends and nights for equity arrangement that became the Hello CFO blueprint
Starting Hello CFO with 1.5 clients, 10 grand of revenue, a 6-month-old, a mortgage and a wife on maternity leave
Why the GT partners said they personally didn't have the guts to make the leap
Naivety as an asset, and the 18-month skill curve every startup CFO has to keep clearing
The cap raises cautionary tale: ARR misrepresented, GST conflated, a lead VC investor pulled out mid raise
Small wins first, get a chorus of voices to carry the work and never be the lone salesperson making the case alone.
This episode is about backing yourself and making changes. Make sure you tune in!
Highlights:
The 2008 GFC landing in Gilgandra and the casual Grain Corp data entry job that became the career foundation
The Bradken plant accountant fix worth a million dollars a year, by negotiating one Friday shift instead of standing down 100 people every two weeks
The sand-counting story and the engineering-built dipstick that taught him to talk to operations
The CPA-qualifying stretch at Tennis Australia and the Lleyton Hewitt corridor budget moment
The "happy little worker bee" admission before the CFO offer
The owner-founder's day-one brief: "Make decisions. I don't want to."
The open-and-transparent philosophy Tim took into the chair on day one
The change management playbook: small wins first, then a chorus of voices, never the lone salesperson
The data evolution arc at Carpet Call: paper, PDF, CSV, Azure, lake house
Why trade labour supply, not AI, is the biggest risk to his business
This conversation is really about perspective and how a lifetime of varied experiences shapes the way you lead when the stakes are high.
Episode Highlights:
The Sunday-night paramedic years that paid for his economics degree in Stuttgart, and the couple of hundred CPR calls he did before he ever sat in a CFO meeting
The Mercedes management trainee programme: four roles in 12 months across Sao Paulo, Poland, Stuttgart and the finance transformation office
"You're acting with a lot of borrowed power" — the line every Chief of Staff needs before they take the seat
Building a custom iOS financial-reporting app in 2014 that moved Mercedes' 40-country financials onto an iPhone
The discipline of the last 5% and the loneliness of being the only one in the room who cares about it
The Purple People framework: blue technical skills, red emotional skills, finance teams that need both
The non-executive director role at the Emergency Services Foundation, looking after mental health for paramedics, fire and police
Along the way, she has created a 4-stage framework for building any finance function from scratch.
Visibility, reporting, planning and compliance.
If you're a finance professional that loves to build and jump in with both feet, this episode is for you
Highlights:
How Kaycee got her first CFO role from a LinkedIn message thread
The blank-slate brief: external bookkeeping in place, and a finance function to build from scratch
Practicing three-way forecasts on her own home finances at the kitchen table
The four-stage framework she's built since for setting up a finance function from the ground up
Why entrepreneurs trust obsession over credentials
The "raving fan on your sideline” the bit of mentorship most senior leaders thinks about
The two-altitude reality of high-growth finance: cross-functional partner and detail-level executor in the same week
The IMX shipping renegotiation that taught her what strategic finance actually looks like
Running finance across two businesses at UrbanX in Brisbane
Highlights:
-Living through the GFC from inside a major bank's treasury function
- Competing in New York's capital markets as an Australian bank nobody had heard of
- The "out of sight, out of mind" cost of building a career overseas
- Going from a 30,000-person institution to a mutual bank with under 200 staff
- Why the fundamentals of the CFO role are the same regardless of scale
- How AI is compressing the operational side of finance and shifting the value to storytelling
- The consolidation pressure reshaping Australia's mutual banking sector
- Why grit and ambition matter more than qualifications early in a career
If you have spent years inside a large institution and wondered whether that depth limits you or prepares you, Akbar gives the answers.
Today he is CFO at TechnologyOne, an ASX 100 software company with 1700 people across Australia, New Zealand and the UK.
His approach to his career and networking is "If I can help you, I'll certainly try. And if I can't, I'll connect you with someone who can."
Cale is a brilliant example of how networking can make an impact when you least expect it.
You don't want to miss this one!
What we cover:
• How finishing school at 16 shaped his early career and his impatience
• What happens when you leave a stable career to start a business and competitors physically turn up to try and intimidate you
• The phone call that got him a second interview at Tatts, and what it teaches you about how networks actually work
• How CTM lost 90% of its revenue in a single month and the decision to cut 1500 jobs to save 2000
• Why he took the Bank of Queensland role specifically to test his imposter syndrome
• The difference between leading a team you inherited and managing one you built
• Why he rented a house in Kyoto and went to the same co-working space every day for months
• How compounding generosity replaced the version of networking most finance professionals do
The CFO Track. Out now on Spotify, Apple and YouTube.
Why getting kicked out of an acquisition led directly to the IPO
What 86 400 was really built to prove, and why NAB bought it
How to genuinely cut 40% of fixed costs (it requires a three year process redesign, not a headline number)
The "spare walls" business case and what it teaches about return on capital employed
Why "boring and predictable" is the highest compliment in public markets
His advice on AI: stay close, be a fast follower, but never let artificial intelligence replace actual intelligence
