Countries all across the world have felt the devastating effects of wildfires. And the problem’s only intensified recently: 2020, 2021, and 2023 were three of the four worst years for wildfires on record.

One German startup is tackling the problem by developing a system for detecting wildfires earlier—when they’re still in the smoldering phase and can be more easily extinguished. Stephan Beyer, the newly minted CFO of Dryad, spoke with CFO Brew about his company’s innovative approach to wildfire detection and his strategies for growth.

A CFO with a mission: When asked what he did to prepare for his role at Dryad, which he first took in July 2024, Beyer quips, “Oh, it just took me 20 years.” His background does make him well-suited to the startup, though: He’s an engineer with a Ph.D. in finance; has experience in hardware, having co-founded a 3D printing company; and has worked in venture capital and as a CFO and CEO. “One thing that I always love doing,” he said, “is building great, global, relevant companies with technology.”

Dryad’s mission also speaks to him personally. He saw the destruction caused by bushfires in Australia firsthand. “I was flying from Melbourne to Sydney, and you could just see smoke all over. It was unbelievable: people losing their homes and farms, and animals getting killed,” he recalled. When the opportunity arose to join Dryad, he said to himself, “‘I want to be part of this mission, and I want to put my experience and my networks and everything I have to work in this environment.’”

For more on how Beyer prepped for the CFO role, click here.—CV

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Andersen, the US unit of Andersen Global, is considering an IPO in 2025, the Wall Street Journal reported. Andersen Global, an association of consulting firms, was formed in the wake of the 2002 collapse of Big Five accounting firm Arthur Andersen. The parent company has more than 17,000 employees worldwide and earned around $1.9 billion in revenue last year.

Andersen is the 11th-largest tax services provider in the US; it made $630 million last year, and has more than 2,000 staff members.

Of 264 US partners, 99% voted in favor of an IPO. The bid would make Andersen one of just a handful of publicly listed tax providers, alongside H&R Block and CBIZ. Under the terms of the deal, US partners “would collectively receive compensation equal to 25% of firm revenue” plus “stock price appreciation of public shares,” the Wall Street Journal reported. That’s comparable to 25.7% of revenue and residuals of 18.9% partners got last year.

Andersen is still evaluating the plan, and it’s not certain whether the firm will move forward with an IPO. It’s also considering other avenues for raising capital, including private equity investment or money from a private family-owned company.

Several major accounting firms have accepted private equity investment in the past three years. In March, New Mountain Capital bought a stake in Grant Thornton, the nation’s seventh-largest accounting firm.

Click here for more on a potential Andersen IPO.—CV

Coworking is a recurring segment where we talk to CFOs and other leaders in the finance space about their experiences, their companies, and the larger economy. Let us know if you are—or you know—a CFO we should interview.

Jason Godley is CFO of software developer Xactly. As a finance leader, Godley has learned to balance a company’s overall strategy with specific asks from other C-suite leaders. He likened the job to that of a diplomat who may sometimes have to push back on some requests. Godley wrote to CFO Brew about these needed skills in communication and diplomacy that future finance leaders may not be aware of, and how the role of finance leaders has changed over the years.

What advice do you have for future CFOs?

I believe there is one large misconception about the role of CFO—finance leaders-in-training often believe the role will focus heavily on data and formulas. While having a strong grasp on financial analytics is crucial, what they don’t teach you in finance courses is the importance of communication. Without clear, concise, and persuasive communication, CFOs are left juggling multiple requests and are pulled in different directions to satisfy stakeholders. A savvy CFO will learn when and where to really draw the line, as well as how to articulate the why behind their decision-making to the board.

And then, I would say: We are running a business, we are not running an Excel spreadsheet, or a budget, or whatever. We are running a business. Numbers are designed to be a mechanism to measure the performance of something…Don’t lose sight of what we’re trying to do, which is build the long-term value of the business.

Click here to continue reading.—AZ

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