Spotlight On Talent: The Importance of Finance Leadership According to David Speedy
Let's face it, if you want to get anything done in your organization, you have to be on good terms with the finance executive and pray that he or she is approachable. Also, the ideal finance person has to have: a) superb strategic operations experience; and b) a heart for the people in the organization. Meet David Speedy, who has experienced the full spectrum of financial operations in his robust career, as well as an intricate understanding of people's importance. We caught up with him for an interview about his background, the challenges and rewards of working in the finance department for manufacturing plants, and the fact that he is open to new opportunities.
1. Tell us about your area of expertise and background.
"My core competency resides in strategic leadership that provides a clear roadmap to achieving the organizational goals. That includes having a precise and granular understanding of the relationship between operational performance and financial results. I have worked both domestically and internationally in the manufacturing and plant management world.
The initial stage of my career primary has been in a management accounting role, within a manufacturing focused environment. Those early positions were centered around the cost accounting, fixed asset accounting, and inventory accounting disciplines.
As my career progressed to the Plant Controller’s positions, I was able to broaden my areas of responsibilities to oversee all accounts, ledgers, and reporting systems ensuring compliance with appropriate GAAP standards and regulatory requirements.
My role in the later stages of my career as a senior financial leader is more strategic and process focused. That includes the analysis of information and leveraging it to make sound business decisions.
2. What drove you to go into this type of work?
Accounting offers a strong foundation for understanding business. The opportunity to tie operational actions to financial results has been of interest to me. I really enjoy tying strategy to people and seeing the numbers fit.
3. What is one of your biggest success stories?
The turnaround of the Mexican business when I worked for Guide is one success story that I like to share. I was immersed into a different culture, with their own way of doing things. The operation was vital in the ongoing success of Guide, but continued to fail to meet expectations prior to my arrival.
Within the first two of the three years that I was the Director of Finance, the operation turned profitable and generated a positive cash flow. That in part was due to the introduction of standardized processes and best practices for internal controls, and transactional reporting. In addition, the operation expanded to double its production capacity within the first two years of my tenure.
4. What does a potential employer need to know about you as a person?
I’m a strong financial strategist and leader that operates with integrity and clear ethical practices. I understand how to manage and lead people with equal skill, which is a rare talent these days.
5. You are currently open to new opportunities. What does the ideal role and relationship look like for you and your future employer?
The ideal opportunity would offer a positive corporate culture, where one is empowered to make key decisions and be part of a cohesive team from top to bottom. It is important that I am in a position to directly contribute to the overall success of the business. I simply want to be part of a team that values an experienced strategic leader with operational focus while balancing the people's needs. I am open to senior level positions, controller, director, CFO- wherever I can be a valuable contributor.
Learn More About David Speedy, Finance Strategist
If you would like to talk with David about a potential opportunity in your organization, you may contact him directly at firstname.lastname@example.org
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Angela Nuttle is an author, speaker, talent remodeler™, and consultant in talent and organizational development. As founder of The School of Executive Presence, she teaches business people how to show up with executive presence. She also works directly with CEOS, Business Leaders, and HR Teams to develop people, potential, and processes that create productive and profitable business environments. To learn more about her experience with Fortune 500 companies and relevant solutions, visit www.corporatetalentexpert.com or www.schoolofexecutivepresence.com.
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