Chris Greiner's guest appearances

Chris Greiner

CFO THOUGHT LEADER

OwlTail

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It was not long after Chris Greiner became CFO of IBM’s fast-growing Analytics Division that the gravitational pull that IBM had maintained on Greiner’s finance career-building began to give way. While his new divisional CFO title more than validated his 7-year career investment with the company, Greiner—like many divisional finance chiefs—discovered the next rung of the company’s finance career ladder becoming increasingly obscured from view.   Meanwhile, his divisional CFO role afforded him a wider view into IBM’s business development as he sat across the table from different owners of middle-market companies.    “What I saw was companies that were 200 to 400 employees in size, with hundreds of millions of dollars in revenue, that were being successful at disrupting markets, and I knew then that I wanted to be on the other side of the table one day,” recalls Greiner, who notes that the experience of dealing with business leaders intent on disrupting the market led him to his revise his career-building agenda. Says Greiner: “I knew that for me to get the experiences I wanted to get, I needed to take a leap.” One of those experiences, Greiner reports, had to do with talent development in midsize firms versus that at large enterprise companies like IBM. “At IBM, you can’t empty the tank when it comes to talent because there is always another person looking to step in to fill a role when someone leaves,” observes Greiner, who points out that talent development in midsize companies is not always as robust. “That muscle for developing talent within an organization needs to be worked on,” comments Greiner, who found that his menu of responsibilities inside midsize firms also became more fluid.   Adds Greiner: “Another eye-opener for me—post-IBM —was how I needed to invest a disproportionate amount of time on the organization itself.” –Jack Sweeney

It was not long after Chris Greiner became CFO of IBM’s fast-growing Analytics Division that the gravitational pull that IBM had maintained on Greiner’s finance career-building began to give way. While his new divisional CFO title more than validated his 7-year career investment with the company, Greiner—like many divisional finance chiefs—discovered the next rung of the company’s finance career ladder becoming increasingly obscured from view.   Meanwhile, his divisional CFO role afforded him a wider view into IBM’s business development as he sat across the table from different owners of middle-market companies.    “What I saw was companies that were 200 to 400 employees in size, with hundreds of millions of dollars in revenue, that were being successful at disrupting markets, and I knew then that I wanted to be on the other side of the table one day,” recalls Greiner, who notes that the experience of dealing with business leaders intent on disrupting the market led him to his revise his career-building agenda. Says Greiner: “I knew that for me to get the experiences I wanted to get, I needed to take a leap.” One of those experiences, Greiner reports, had to do with talent development in midsize firms versus that at large enterprise companies like IBM. “At IBM, you can’t empty the tank when it comes to talent because there is always another person looking to step in to fill a role when someone leaves,” observes Greiner, who points out that talent development in midsize companies is not always as robust. “That muscle for developing talent within an organization needs to be worked on,” comments Greiner, who found that his menu of responsibilities inside midsize firms also became more fluid.   Adds Greiner: “Another eye-opener for me—post-IBM —was how I needed to invest a disproportionate amount of time on the organization itself.” –Jack Sweeney