on introducing disruption in the team...

When you are looking to make changes in your team, you have to be mindful about how much disruption you are introducing deliberately.  Sometimes you don't have a choice - external factors introduce.  But when you do have a choice, you have to be careful about the areas getting disrupted, how much, and when.  It is also important to consider the ability of the team under the leaders.  You should also assess how your direct leaders are in collaborating with other parts of the organization.  As a CFO, it isn't just the ability of your leaders to do their functional jobs, it's also about their ability to do their organizational roles - extensions of the CFO.

on getting ready for IPO...

A lot of companies focus so much on governance and controls when they consider filing for an IPO.  But the reality is, that is one aspect of the whole proposition.  One of the trickier things is to have a rigor in the business, and the ability of FP&A to predict the business.  Whether you have the processes, the people, and the overall ability to forecast the business, tell your investors what you are going to do, and then come within an acceptable range of that forecast.  Once you have that, you also need a narrative.  A narrative that is compelling, exciting, and believable.  While private investors look for it, wall street also wants something that is more real and near term.  Something that the company can actually execute to.  It is important to have a narrative that marries possibilities with the ability of the company to execute, and then show the execution.

Once you have done this, you can think about the controls, governance, tax structures, legal compliances, etc.