Dec 08 2019 23 mins
FULL EPISODE TRANSCRIPT
Adam: (00:05)
Welcome back to episode 33 of Count Me In, IMA's podcast about all things affecting the accounting and finance world. I'm your host, Adam Larson. And today we are going to hear from Jordan Savage, a successful CFO who quickly climbed the traditional corporate ladder to get where he is today. And his conversation with Mitch, he explains the risks he took and the opportunities he recognized to overcome some challenges and obtain the skills needed to progress in our accounting industry. Let's keep listening to hear Jordan talk about today CFO.
Mitch: (00:41)
So it kind of looks like you followed a pretty linear career path as far as the different roles and responsibilities you've had. Can you talk to us a little bit about the different roles and kind of how each time things have changed as far as your responsibilities and the value that you offered to the position?
Jordan: (00:58)
Sure. So when I first started my career, I started kind of with an entry level position as a project accountant. And what I learned early on is you know, you just have to do the best you can in the role that you're in. And once you prove yourself and you do a good job, you have good internal and external opportunities for growth. And in my case I've had a lot of good internal growth and so I went from a project accountant to a senior financial analyst with one company. And what you find as far as responsibilities, how they change is you really have to you understand the lower levels and so as you grow your personal responsibilities will increase every time you move up the ladder. And so you become responsible not only for your work but the work of the entire team and that's the biggest change as you work your way up up the ladder.
Mitch: (01:57)
How about just the industry as a whole? I mean, I know you talked about how your roles change, but what have you seen as far as accounting and what do you feel has really affected those changes the most?
Jordan: (02:09)
I think the biggest change within the accounting industry is long gone are the days where an accountant comes in, books a transaction and just keeps up with the daily record keeping. now the role of the accountant is much more value driven. You know, there, there's not a lot of value with day to day record keeping because most of our ERP systems are starting to catch up and allow us to book transactions that are routine or simple, you know, automatically. And so the role of the accountant has changed significantly. I think you have to possess more skills that relate to technology, you know, how to interpret and work with data. I think the IMA has done a fantastic job of kind of highlighting these changes with their you got to earn it campaign. I think we've all seen the commercials where, you know, there's the robot that's walking through the office and I think that's starting to occur. It hasn't hit every industry yet, but that, that change will certainly come. And so the value that we have to provide as accountants is just different in today's day and age.
Mitch: (03:17)
In what position did you personally realize these changes? When did you see the technology and the automation really start to take some of your responsibilities away?
Jordan: (03:28)
I think when I was a senior financial analyst, you know, when, when we first started, our systems weren't very robust. And so we had to do a lot of data manipulation before we could get to what we really wanted to study or, or look at. And over time as our systems became more robust and, and as they were able to handle more routine transactions and so forth, we were able to get better data out. And so we were able to spend more of our time doing the analysis and so forth. And so I think, you know, any of those entry level or you know, kind of second level above entry level positions will start to feel that transition the most.
Mitch: (04:12)
Kind of going along this ladder that we're climbing here, you start to realize these different transitions in the role. I'm assuming that you've probably come across some new challenges also. Right? So can you talk a little bit about some of the challenges you have faced in some of these higher positions?
Jordan: (04:28)
Sure. Well, and I think I'd first say, you know, in my opinion, the technical accounting skills, you know, those come with time and experience. And so from a challenge perspective you know, I kind of list it into three different areas. For me personally you know, with my role as a CFO now the first would be sourcing capital for our organization. The second would be managing the operations. And then the third is people management. And so in the, in the real estate and construction industry, good access to capital is absolutely necessary to achieve growth. We work a lot with our banking relationships to increase the amount of capital that they're willing to deploy with our group. And it's a constant challenge for us because we've got a tremendous amount of good projects but limited and constrained resources. So for us, that's a huge challenge. How do we increase the amount of capital that our banking partners are willing to spend with us? second, you know, for us it's, you know, our operations, which is, you know, processes, procedures, allowing us to scale. We've got three main operations at the challenger group. We do single family homes kind of traditional home building. And then we do commercial development, which would be mostly apartment complexes. And then we've just started modular manufacturing facility and of these companies, most of them are less than two years old. We've, we've got a lot of startups that we're doing. And what's interesting about, you know, our environment and our challenges you know, some people work on one startup and it's hectic and crazy. And in our case we're working at about or working on about seven of them all at the same time in various stages. So finding ways to streamline the processes and procedures and to make sure that the lessons we learn in one company are applied to our other startups I mean is very important for us. And it really does present a lot of unique challenges as we try to grow. And then the third, as you grow in your career you know, people management becomes incredibly vital. We talked a lot about servant leadership at the IMA and, and that's important. And I think in most cases the most important asset that a company has is not their intellectual property or the way they do certain things or the product itself. It's absolutely the people that they employ. So one of the missions of the challenge of group is making life better. And that goes for our customers, trade partners and employees. And I love that if we're actually servant leaders, we can have a positive impact, not only on our businesses that we operate, but also the lives of the people that would come in contact with. And I think that's one of the biggest challenges we face is how do we manage people, you know, customers, trade partners coworkers, you know, the list goes on and on. And I found that that people management to be the most rewarding and difficult endeavors that I face. there's a great book called the outward mindset that I'd recommend the listeners to read. one of the things I took from that book was that people aren't just simply objects to help us achieve what we're trying to achieve. Each individual has needs, ob...