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.
Niki Heim is the CFO and chief administrative officer of LogicSource, a procurement and sourcing platform. Before taking on the CFO role, she had stints in banking and athletic gear. This is her first role as a CFO. In addition to the traditional CFO duties, she sees her role as “as a strategic integrator,” offering insight that creates value within the organization.
CFO Brew recently spoke to Heim about the future of finance, her advice for aspiring CFOs, and how the role can change in a time of uncertainty.
This interview has been edited for clarity and length.
How would you describe your job to someone who doesn’t work in finance?*
While my role as CFO at LogicSource includes the traditional pillars of finance—accounting, forecasting, and financial operations—that’s just the foundation. Beyond that, I serve as a strategic integrator, applying a detailed, cross-functional lens to understand how each initiative and the department contributes to the broader financial picture. The core finance responsibilities get me in the room, but it’s that deeper operational insight that drives real value and continuous improvement.
How do you think the CFO role has changed over the past five to 10 years, both for you, and in general?
Finance has a unique opportunity to lead through data-informed, strategic decision-making, and for years it seems the industry has been intentionally repositioning the function as a true business partner. While the term “chief no officer” gets thrown around negatively, I believe we should reframe that perception. Upholding financial discipline and saying no to initiatives that don’t align with the company’s strategic direction is not a limitation, it’s a critical part of enabling long-term success.
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I am a big believer in collaboration and that finance should be deeply involved in the early stages of initiative development to proactively guide its success. This limits having to say no or putting an end to it downstream after significant time and effort has been exhausted. Finance can guide the direction with data informed decisions, whether it be analyzing historic conversion rates or pushing data out like increased costs of labor.
What have you learned about being a CFO in a time of uncertainty?
I feel like it’s been a time of uncertainty since 2020 so I’ve learned to just never be comfortable and constantly be adapting and just be willing to make decisions on the fly. In the past, I would overthink where I wanted to go with a decision, but having confidence in my initial kind of gut feel and taking it from there right away is something that I've learned to get much more comfortable with.
What advice do you have for future CFOs?
Future CFOs should think beyond the numbers. The role today is as much about strategic partnership as financial stewardship. Learn the business deeply, communicate clearly, and strike the right balance between growth and discipline. Invest early in scalable systems and stay curious. Collaboration across functions is key to driving real impact.
If you weren’t a CFO you would be...?
If I weren’t a CFO, I’d probably be crafting landscapes to combine creativity, structure, and patience to shape outdoor spaces. Not unlike financial planning (just with more dirt), it requires vision, discipline, and a long-term mindset. There’s something incredibly satisfying about doing something tangible with your hands and seeing immediate progress. Finance requires more time to produce results.