In this episode of The Diary of a CFO, Wassia Kamon reflects on her first 90 days as a newly appointed CFO. From lessons learned to things she wished she’d done differently, this episode dives deep into the reality of stepping into one of the most demanding leadership roles.
Table of Contents
People on This Episode
Wassia Kamon - Host
Wassia Kamon is the Chief Financial Officer of ACE, keynote speaker, and guest faculty at Wharton Online. With over 15 years of experience in corporate accounting and FP&A, she shares her leadership insights to help others succeed in finance and beyond. Featured in The Wall Street Journal and Accounting Today, Wassia’s mission is to inspire others with the lessons she has learned throughout her career journey.
Social Links: LinkedIn
Key Topics
Start Strong Before Day One: Work with mentors or coaches to reflect on what’s worked in the past and prepare for the challenges ahead.
Build Relationships Early: Prioritize one-on-ones with your team, peers, and stakeholders to gain a clear understanding of the business and set the tone for collaboration.
Delegate and Protect Your Time: Learn to let go of tasks that aren’t mission-critical and block time for focus, reflection, and strategic thinking.
Leverage Support Systems: Surround yourself with mentors, coaches, and networks who can provide candid advice and help you navigate challenges.
Show Notes
Key Resources Mentioned:
The Office of the CFO Bootcamp (Coming soon)
Wassia’s experience reinforced the need for programs that help bridge the gap between technical expertise and executive leadership. This inspired the creation of the Office of the CFO Bootcamp—a practical, immersive program designed to help finance leaders uncover blind spots, build executive presence, and lead confidently at the highest levels of their organizations.
Transcript
Hello, and welcome back to The Diary of a CFO. I'm Wassia Kamon, and I’m grateful that you are still on this journey with me as a newly appointed CFO. I’m here to share lessons I’ve learned and insights from other leaders. Today, I want to focus on what I did right—and what I could have done better—in my first 90 days as a CFO.
Let’s dive in.
The first thing I did right was meeting with my executive coach and one of my mentors before my first day as CFO. This isn’t just about the first 90 days; it’s about the preparation before stepping into the role. Jeannine K. Brown, my executive coach, has been working with me for about a year, since I became Vice President of Finance and Controller at my previous organization. When I met with her, I asked, “What should I focus on in this new role?”
Her advice, among many gems, was to start by asking tough questions to my team. Questions like, “When was the last time you looked for another job?” and “What are three things you would change at work if you could?” Starting with these types of questions in one-on-one meetings helped me get a clear pulse on my team and set the stage for building trust. This approach proved invaluable.
I also met with Carol Naughton, one of my mentors, who was a board member at my previous company. Carol’s advice was focused on reflecting on my prior role—what worked and what didn’t—and making decisions about what I would do differently moving forward. For example, I set boundaries early on to avoid working 80-hour weeks. I committed to spending my time more intentionally, focusing on tasks that mattered most and delegating whenever possible. One specific practice Carol suggested was journaling about my leadership at the end of each day. This reflection helped me identify areas for improvement, such as speaking less in meetings and listening more.
Another thing I carried over from my previous role was blocking my calendar for lunch and focus time. This habit, which my former CFO had suggested, was a game-changer. It allowed me to create space for strategic thinking and actual work, not just back-to-back meetings. These preparatory steps—asking the right questions, reflecting on past experiences, and protecting my time—set me up for success before day one.
Building Relationships Early
One of the most impactful things I did during my first 90 days was prioritize relationship-building. Before I officially started, I prepared questions for everyone I’d meet: my team, peers, boss, and even key stakeholders like the COO and the chair of the finance committee. When I met with my team, I focused on building rapport and sharing my vision. I made it clear that my goal was to stabilize before optimizing. This approach helped me establish credibility and align expectations early.
I also took the time to meet with my peers’ direct reports. Speaking with people on the frontlines gave me a better understanding of the organization’s dynamics and challenges. This grassroots perspective was invaluable.
Learning Through Systems and Delegation
Another key success was recording anything that involved training. For example, when someone showed me how to access the accounting system or navigate key reports, I would ask to record that part of the meeting. This allowed me to revisit the training later and become independent more quickly. By the time my controller went on vacation a few weeks into the role, I was able to handle things without needing constant support.
However, I learned the hard way that delegation is not just about systems but also about utilizing the resources around me. Initially, I hesitated to involve our executive admin, thinking I didn’t want to “bother” them. That was a mistake. By the second month, I was overwhelmed with tasks like scheduling and drafting emails—tasks the admin could have handled much more efficiently. Once I finally leaned on their support, I saw how much time and stress it saved. It’s a lesson I won’t forget.
Balancing Work and Life
One area where I struggled was maintaining healthy routines. The mental and physical demands of the first 90 days were significant. While I managed to stay consistent with scheduled LinkedIn posts, I didn’t have a system for meal prep or workouts. As a result, I relied heavily on takeout and gained a few pounds during this period. Stress compounded the issue, and I found myself reaching for comfort foods like Cheetos and chocolate.
Looking back, I realize the importance of having systems in place before stepping into a high-pressure role. Whether it’s meal prep, exercise, or stress management, these routines provide the stability needed to handle the demands of leadership.
Giving Yourself Grace
Lastly, I learned to be kinder to myself. I set unrealistic deadlines and put immense pressure on myself to have all the answers immediately. This led to unnecessary stress and even moments where I felt like I was failing as a mom. Reflecting on this, I’ve realized that it’s okay not to know everything right away. Taking the time to learn and adapt is just as important as delivering results.
Reinforcing the Need for Leadership Development
This journey also reinforced the need for programs that bridge the gap between technical expertise and executive leadership. That’s why I’m committed to developing the Office of the CFO Bootcamp. This program will help finance professionals identify blind spots, build executive presence, and develop the skills needed to thrive in top leadership roles. It’s something I wish I had access to earlier in my career, and I’m excited to bring it to life.
Thank you for being part of this journey with me. If you have topics you’d like me to cover in future episodes, feel free to reach out at ask@thediaryofthecfo.com. I’m grateful for your support and look forward to continuing to share and learn together.