Profitability vs Growth: A CFO’s Balancing Act (& Lessons Across Industries), with Cameron Kinloch
In this episode of The Growth-Minded CFO, hosts Alex Louisy and Lauren Pearl sit down with Cameron Kinloch - former CFO turned advisor to CFOs, boards and CFOs. Her path from Wall Street to consumer goods, then into enterprise software and fintech, surfaces three core lessons for finance leaders ready to shift from number-churning to business-building.
The Operator Mindset: Learning the Language of the Business
Cameron notes that the modern CFO must build fluency across business functions.
“One of the strengths that a CFO can bring to the table … is that the CFO role can be quite an operational role as well...In order to come up with a great forecast, you've gotta understand the drivers and be able to interact and speak at the same level that each of the business leaders in the organization do.”
The takeaway: get out of the finance bubble. Sit with sales, visit product backlog meetings, understand customer success metrics. Numbers live in systems - and the CFO must be part of the system.
Different Roles, Different Muscles
Cameron explains that across her career she tightened different “muscles” depending on the business context.
“I would say that each industry builds a different muscle.”
She gave three illustrative examples:
The consumer products industry is about financial discipline
“Consumer products I say is all around financial discipline.”
Margins are tight and CFOs need to understand the business and control costs.
Enterprise software is about enabling smart bets that compound over time
“Enterprise software, builds the muscle around building smart or enabling smart bets that compound over time.”
FinTech is about precision and trust
“An error at the fifth decimal point may not matter, but at hundreds of thousands of transactions, when you’re moving money, all of a sudden that can be massively material.”
Each context demanded different focus. The lesson for you: ask, Which muscle does this company need me to build now?
Process That Enables, Not Blocks
As companies scale, the tension between autonomy and control grows. Cameron sees finance functions succeed when they shift from “controller” to “accelerator.”
“One of the things that always probably creates some sort of tension in the annual planning process is around headcount planning...Putting in place headcount visibility… enables us to actually execute more quickly because finance has a view on cost and cash burn.”
Rather than adding more reviews or layers, she champions transparency and speed. Visibility becomes a lever for growth.
Partnering with Founders: The CFO as Co-Pilot
The best CFO-CEO relationships are grounded in mutual trust and shared mission—with the CFO operating as the strategic co-pilot.
“It’s a trusted relationship — almost like a co-pilot relationship — where I understand what they’re focused on, and then how I can bring my strengths to help complement what they’re looking at...In my past, I’ve had weekly dinners with the CEO, regular one-on-ones… meeting in person and understanding what’s on their mind, not just professionally, but personally as well.”
Beyond the numbers lies influence: culture, people, values. The CFO who leads just with spreadsheets misses half the cockpit view.
The Human Side of Finance
Even in tech-driven finance functions, Cameron views leadership as a human system.
“We sometimes tend to be very much in the details and into the next number...But it always comes down to the broader relationship.”
Her message is clear: automation and AI might change tools—but not the need for trust, clarity, and alignment.
Key Takeaways
Each CFO role demands a different muscle—identify which one you’re building now.
The modern CFO must speak the language of the business, not just the language of numbers.
Processes should be designed to accelerate decisions, not throttle them.
Strong founder-CFO partnerships are built on trust, empathy, and shared direction.
At its core, finance is a human system—analytics enable, but relationships drive.
Full Episode
If Cameron's journey sparked an idea, pass this article to a finance friend who’s ready to think beyond the spreadsheet.
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