Olivier transitioned from leading the sales finance team in the emerging markets division at Apple to becoming the CFO of international private equity-backed companies VFS Global and Brainlabs. He sat down with us to share his insights on building success in multinational corporates and high-growth private equity-backed business, the essential skills to grow in these environments, and the importance of building genuine relationships throughout your work life.
Finatal: Over your career, you went from leading the finance team in the emerging markets division at one of the world’s largest publicly listed companies to becoming the CFO of a successful private equity-backed business. How did you navigate this change, and what skills helped you succeed in both environments?
Olivier de Canson: Moving from leading sales finance at Apple to becoming CFO at VFS and then Brainlabs was a significant shift. At Apple, I worked within clear boundaries – decisions were often made elsewhere, so understanding the environment, recognising those boundaries, and knowing how far you could push them was essential. VFS, which was initially part of a larger group and then became PE-backed, required a different skill set. As a CFO, especially in a private equity-backed company, those boundaries become less defined. Instead, you need to establish a framework where you are a partner to the CEO, helping make the right decisions while aligning with the private equity owners’ expectations.
What remains consistent across both environments is the importance of understanding the broader context, having a strong grasp of stakeholder expectations, and being adaptable. Ultimately, success in both environments requires a deep understanding of how these organisations function at a high level.
You have extensive experience professionalising finance functions. How did this vary across the different organisations you’ve worked in?
In larger, publicly listed companies, there’s often less flexibility in shaping the finance function. You’re part of a larger puzzle, so the focus is heavily on the people: understanding their capabilities and ensuring the right people are in the right roles. This emphasis on people is a constant across all organisations, including in private equity. At VFS and Brainlabs, there was much more to build from the ground up, which gave me more freedom. But with freedom comes responsibility – you need to have a clear vision of what excellence looks like and where you’re aiming to go. That vision is shaped by experience, reflection, and identifying where the gaps are. In private equity, it’s critical to quickly spot those gaps.
When I joined Brainlabs, for example, many of the key challenges facing Dan [Gilbert, Brainlabs’ CEO and Founder], were tied to finance. His top concerns were finance-related, so the question was: how do we address them? Do we have the right systems and people in place? You need to piece together the right team and tools to solve the problems and drive the business forward.
The role of a CFO has evolved significantly during your career. What are the most critical skills and qualities that CFOs need today, particularly when working within private equity-backed businesses?
The most important skill for a CFO today is understanding the broader context of the environment they’re operating in. Some find the private equity space challenging, but I disagree – I find it straightforward if you understand the expectations. Once you grasp what’s expected of you, you can truly thrive.
In private equity, everything moves fast – there’s an expectation of rapid growth and frequent cycles of refinancing, all of which can be highly transformative. If you don’t have the bandwidth to handle that, you’ll quickly become overwhelmed. Delegation is critical here. You need a strong team that can handle the day-to-day operations of forecasting, audits, credit control and FP&A, so you as the CFO can focus on the future. Your role is to build not just for today, but for the future you know is coming. When you’re dealing with major events like a change in ownership or an acquisition, being at the top table and bringing a financial lens to strategy is crucial. The ability to delegate to a team of ‘A-Players’ and having a strong grasp of the company’s context are the key qualities for any modern CFO.
How has having a broad network been beneficial to you? How would you suggest those in the early stages of their career develop this?
Having a broad network is incredibly important, and works in multiple directions. When I moved back to London from Dubai, I had already built a large network of bankers, lawyers, and recruiters. Throughout your career, it’s essential to build rapport and relationships. Most people are genuinely nice, and if you treat them well, they usually return the favour. I take great pride in leaving companies with friends – this is still true for both Apple and VFS.
Maintaining your network is also key. For instance, when I needed to add a treasury role at Brainlabs based in India, I reached out to an ex India-based colleague for help. These relationships are reciprocal – if someone asks me for a contact or service, I’m happy to help. It costs nothing, and life is better when you have strong relationships. For those early in their career, focus on maintaining relationships after you’ve moved on from a job. Some of the people I’ve kept in touch with weren’t close colleagues at the time, but you never know what those connections could lead to down the road.
Make sure to invest time in your network and nurture those connections. I’ve left my role at Brainlabs now, but I built a great rapport with Jack [Lane, Managing Director at Finatal] during my recruitment, and we still catch up over a glass of wine. Genuine relationships matter, and the key is to invest time—it truly pays off.
You have helped develop the careers of many of your colleagues and teams over the years. What should current CFOs be doing to foster the next generation of talent?
Frankly, this is one of the most important aspects of a leadership role and where I really enjoy spending my time. I believe in identifying the spread of talents within your team and pushing those individuals to expand their skills and capabilities. For example, in a past role, we had someone sitting between M&A and finance specialisms who wasn’t fully utilised. The business needed to grow organically, so I gave them a mission-critical project and explained why it was so important to the company. By showing trust in their abilities, they rose to the challenge and delivered, gaining new skills along the way.
Another example comes from the U.S., where we helped our North America finance head step up to lead all of the Americas. We trusted her to manage a broader region, and a couple of acquisitions, and now the business is four times larger under her leadership.
The key is to identify talent, trust them with big responsibilities, without removing control entirely, and allow them to push their limits. Trust fosters confidence, and when employees feel supported, they perform better. Of course, you need to be mindful of not overwhelming them; too much pressure or control can lead to mistakes. But if you give trust first, you create a virtuous circle. You’ll quickly learn if someone isn’t up to the task, but more often than not, they’ll exceed expectations. The goal is to find their limits and help them grow beyond them.
What are some of the most impressive qualities you’ve seen in people you have worked with? How have these traits influenced your own leadership style?
Charisma and the ability to tell a story are two of the most impressive qualities I’ve seen in people I’ve worked with. As CFOs, we often deal in facts and numbers, but we also have the power to create a narrative. You have a vision, and you align the facts to support that vision. It’s about more than just managing numbers—you’re shaping the future of the business.
My biggest influences have been people with a clear vision. Seeing their ability to articulate that vision has helped me develop my own, and I’ve made it a point to share that vision with my team. As a finance leader, it’s crucial to have a vision for your department, and to communicate it openly and clearly. Whether it’s in monthly meetings or speaking with a transaction clerk on the other side of the world, people appreciate understanding the bigger picture. They want to feel connected to the broader goals of the company. Being inspired by visionary leaders has shaped how I lead, and it’s essential for gaining respect from both executive colleagues and board members. You’re not just ‘the numbers person’; you’re an integral part of the company’s overall vision. That shared understanding is what earns respect and alignment with the broader leadership team.
If you were talking to yourself at the start of your career, what would be the one piece of advice you’d give?
Seize opportunities and take risks. When I left Apple after 14 years, I had a great job, but it had become ‘routine’, and I wasn’t enjoying it as much anymore. Leaving the world’s largest company for a smaller business in Mumbai was a big risk, and included moving my family and stepping into the unknown. A senior colleague at Apple told me I had ‘guts,’ and it was true. But that risk paid off in ways I could never have imagined. The company grew rapidly, became private equity-backed, and I discovered the world of PE. The move was personally, financially, and professionally transformational for me.
My advice to my younger self would be: don’t be afraid to follow your heart, even when there are countless reasons not to. Take proactive risks and make things happen for yourself. Also, do more than what your job description asks. Don’t ever say, “that’s not my job”. Going beyond what’s expected can set you apart and open doors to new opportunities.
Olivier de Canson was interviewed by Chloe Pearce, Marketing Director
