Most people barely notice the power lines that stretch above them. But for some, it’s their job to observe, plan, and build the infrastructure connecting the electrical grid. And as the country moves to electrify everything from cars to bikes, that job is only getting more important.
Bonnie Castle is the CFO of SBS, a design software platform for the utility industry. The company’s products help engineers design the power lines that connect to electrical substations. The platform enables a project developer to make plans for running lines through high wildfire risk areas, lays out when power lines can run underground vs. overhead, plus many more tiny nuances underlying the power grid that most people never think about.
Castle gave CFO Brew a rundown of her job and offered advice for CFOs.
This interview has been edited for clarity and length.
How would you describe your job to someone who doesn’t work in finance?
First, I’m part of the company’s executive leadership team, which means my job is to help the CEO and the rest of the leaders set the company’s strategy and find ways to grow the business and maximize profit. My daily responsibility is everything related to the company’s money, what comes in and what goes out. At a high level, I make sure we are managing finances wisely, staying on budget, and using resources efficiently.
What’s your playbook for handling this time of uncertainty and possible recession?
We’re in an interesting space where we cater to utility companies. Whenever I think about what’s going on in the economy, the potential risk of a recession, or when Trump talks about tariffs, it actually puts us at a position of strength. That’s driven by the fact that really what’s going on is he’s encouraging everyone to invest in the US. And companies are doing that.
You’re seeing very large companies like Google and Nvidia putting significant investment in the US by building data centers, and that then drives a huge demand for power generation. And so the utility businesses are growing like crazy.
How do you think the CFO role has changed over the past five to 10 years, both for you, and in general?
The biggest shift has been the new reliance on data analytics and technology. Five years ago, much of our work was still done in a more traditional way, including heavy use of Excel, manual processes, and siloed ERP systems. Today, the landscape is entirely different. We now operate in an environment where multiple systems are integrated and talk to each other, enabling faster, more informed decision-making.
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The broader shift toward digitalization has changed the CFO role. We’re not just in charge of financials anymore, and we’re expected to leverage tools like AI and automation to optimize workflows, improve accuracy, and enhance how we serve both internal and external stakeholders.
Much like our customers, we’re also navigating a more complex regulatory environment. This has pushed us to adopt automated solutions to do more with less, freeing up our teams to focus on high-impact work and strategic initiatives. Today’s CFO needs to be as comfortable with data and digital tools as they are with balance sheets and forecasts.
What advice do you have for future CFOs?
Future CFOs should be dynamic and adaptable, thinking beyond traditional finance and accounting to truly drive business growth. The modern CFO is a strategic partner, someone who understands how to optimize value across the organization, not just manage numbers.
For those stepping into private equity (PE)-backed companies (SBS is majority-owned by Peak Rock Capital), be prepared for a faster pace and laser focus on value creation. Unlike other business environments, PE-backed firms operate on defined exit timelines (typically within 3–5 years) and often target a minimum 3x return for investors. This requires a deep understanding of stakeholder expectations and a constant focus on scaling efficiently, improving performance, and executing on strategic priorities.
If you’re coming to a CFO role from consulting or a non-operational position like I did, the transition into an operational role means taking full ownership of outcomes, including leading teams, driving growth, and implementing new systems and processes. It’s important to leverage your background experience, but also adjust to the specific needs of the company and C-suite. For example, my background in consulting at PwC, and then at a family-owned company, provided a strong foundation in high-level analysis and diagnosing key business issues across a variety of companies. Transitioning into this role in a PE-backed business meant embracing agility, thinking strategically, and always keeping your eye on long-term value creation.
Compared to family-owned firms, PE-backed companies tend to offer more capital, better access to talent, and advanced systems, which enable the business to scale quickly. However, they also demand quicker decision-making and results. Success in this environment means being hands-on, resourceful, and forward-thinking.
What is your favorite piece of personal technology?
I live and breathe ChatGPT. And I will be a nerd, and I will say Excel. I was raised in Excel, and then I love Chat GPT as well; that platform has been usually helpful. Those would be my two—accounting nerd over here.