If you ask Craig Conti of Verra Mobility – one the the finalists for FEI Arizona’s CFO of the Year Awards – about his best job move, it might surprise you.
“The best career decision I ever made was taking a job at a locomotive factory in Erie, Pennsylvania, after leaving Downtown Chicago,” says Conti, a finalist for FEI Arizona’s CFO of the Year Awards. “Socially, it was a terrible move. Professionally, it was the best decision of my career. I got a job that was far bigger than what I probably deserved at the time because nobody else wanted to move there. In three years, I gained the equivalent of 10 years of experience.”
Conti says when he now coaches young professionals, he encourages them to always run toward the tough industry or the tough market.
“You’ll get to work on more complex challenges early in your career,” Conti says, “and those experiences will pay off for the rest of your life.”
The finalists for CFO of the Year Awards all encountered challenges that they overcame to become success stories as financial executives.
Recognizing financial executives with the CFO of the Year Awards in Arizona is important because it highlights leaders who drive growth, stability and innovation. CFOs play a critical role in guiding strategy, managing risk and fostering resilience. Celebrating their accomplishments inspires excellence, strengthens Arizona’s business community and showcases the impact of strong financial leadership.
The CFO of the Year Awards, which is hosted by Financial Executives International (FEI) Arizona, takes place Thursday, November 6, 2025, at the Grand Hyatt Scottsdale. Here are the finalists:
Jay Baiel, CFO, DP Electric
Background: Baiel has been involved with the subcontracting construction industry in Phoenix since 1994. As CFO of DP Electric, Baiel is responsible for directing and managing daily and long-term financial strategies to support the long-term vision of the company. He manages the accounting, IT and purchasing activities of the organization. Baiel is focused on the mentorship of the accounting team and the next generation of DP leaders, as well as the continuous improvement of the organization.
Defining success as a CFO: “Success, in my mind, is based on the success of your team. At DP, we focus entirely on the team and the culture, and that’s how we measure success.”
Source of pride: “Most recently, we completed a 100% ESOP transition. I’m very proud of that. We created an environment and succession plan where nearly 1,000 people became employee-owners of DP Electric. I’m really looking forward to what the future holds 10 to 15 years from now for these people.”
Dan Boncel, CFO, ArborWorks
Background: Boncel serves as chief financial officer at ArborWorks, bringing more than two decades of financial leadership and strategic expertise to the company. As CFO, he oversees all aspects of financial planning, accounting, risk management and capital strategy, ensuring ArborWorks’ continued growth and long-term sustainability.
Defining traits: Boncel is recognized for his ability to integrate financial stewardship with operational excellence, aligning business goals with disciplined fiscal oversight.
Work history: Before joining ArborWorks, Boncel held senior finance roles across diverse industries, where he built a track record of driving revenue growth, streamlining operations, and leading organizations through complex challenges and opportunities. Known for his collaborative leadership style, Boncel partners closely with executive teams, boards and stakeholders to strengthen decision-making and performance.
Current role: Committed to values-driven leadership, Boncel emphasizes transparency, accountability, and continuous improvement. At ArborWorks, Boncel plays a pivotal role in supporting innovation, expansion and the company’s mission of delivering safe, high-quality vegetation management services.
Craig Conti, CFO , Verra Mobility
Background: Conti has served as Verra Mobility’s CFO since April 2022.
Defining success as a CFO: “I think success is about raising the financial IQ of the organization. I’ve been fortunate in my company and career to work with great finance professionals who know how to keep the books and records in good order. But true success is helping non-finance colleagues bring financial acumen to their decision-making. That’s what I believe a strong CFO should bring to an organization.”
Best part of the job: “Without question, it’s the leadership of the team. I’m not originally from Arizona. I’ve only been in the market for four years. There is a lot of finance talent here and that really surprised me when I arrived. The ability to take folks and really watch them grow is very fulfilling. I’ve been doing this for almost 30 years and I’ve seen some people that I coached early in my career become people who I now I call for advice. I’ve got to be honest: That’s the best phone call I ever make. So I really enjoy the team leadership aspect of the role.”
Rob Cope, CFO, Discover the World
Background: Cope is a dynamic CFO known for driving strategic growth and financial transformation at Discover the World; a global leader in sales and marketing operating across 65-plus countries. His data-driven leadership and collaborative approach have sharpened forecasting accuracy and increased enterprise value.
Secret sauce: “Strategic curiosity drives my success: I always ask ‘why’ and ‘what’s next.’ Weekly one-on-one check-ins go beyond metrics to build trust, coach offices, teams, and department heads, and align objectives. This habit shifts my focus from managing numbers to developing people and empowering teams to make data-driven decisions that deliver outcome-focused results. As CFO, I prioritize coaching, clear alignment and autonomy so finance becomes a force for growth rather than simply a reporting function.”
Source of pride: “Leading a global finance transformation that aligns operational efficiency with strategic growth is my proudest professional achievement. Utilizing my experience in commercial, marketing, operational and revenue leadership instills financial ownership, tightens forecasting discipline, and drives sustainable margin expansion and valuation gains.”
Jeff Coulter, CFO, Cognite
Background: Coulter has over 29 years of experience in finance leadership roles across both Fortune 100 and growth-stage companies, with a proven record of driving strategic alignment and transformation resulting in profitability and high-growth. Before Cognite, Coulter held leadership positions at Blue Yonder, Instructure, Intel and Procter & Gamble.
Secret sauce: “Being a CFO is about people as much as it is about the financials. I’ve maintained a strong focus on helping my employees grow and progress in their careers by investing time and resources and providing new opportunities towards their development. I’ve realized that later in our lives we may not remember details of our day-to-day work, but we will remember our relationships and if we’ve made a difference in people’s lives. I learned this lesson as a young man attending my uncle’s funeral after working his entire career for the U.S. postal service in Las Vegas. I saw many USPS leaders share with the family that they got their break in their careers through him. This left a strong impression with me.”
Keenan Driscoll, CFO, Sundt Construction
Background: Driscoll has served as CFO of Sundt Construction since joining the company in 2022. Driscoll also is a member of Sundt’s executive management team and its board of directors. In his role, Driscoll is responsible for supporting executive leadership in driving business performance with short-term and long-term business decisions regarding strategic planning, asset and liability management, risk management and the maintenance of effective internal controls. He oversees nearly 90 employee-owners across Sundt’s accounting, treasury, information technology and facilities management teams.
Secret sauce: “First, self-confidence is important. Not being a know-it-all, but being comfortable with navigating the unknown. I used to avoid asking clarifying questions because I didn’t want to be perceived as unknowledgeable. But overcoming this apprehension — to the point of slowing down meetings when needed — coincided with better outcomes. Second, be ruthless with your time, and insist on productive agendas from meeting organizers. Lastly, focus on your health. Eat well, exercise and prioritize rest. I didn’t do so until 10 years ago, and it’s resulted in more energy, focus and happiness.”
Susan Ellis, CFO, Wick Communications
Background: As an adaptable and inspiring leader and strong strategist, Ellis has enjoyed helping companies and teams realize their potential in the world. With strong financial strategies and insights, continuous learning, strong culture creation, and strong values and work ethic, Ellis has uncovered and remediated fraud at four different companies upon arrival; maximized resources, right-sized organizations and created stronger financial futures; managed ownership transitions, acquisitions and divestitures; created new ways for companies to succeed; and led through industry crashes and disruption, with the company emerging stronger financially than before.
Secret sauce: “Catching the vision of the companies I served and fully embracing what they do in the world, their values and culture; my strong desire for continuous learning and improvement; and loving what I do and what my company does.”
Source of pride: “I’m proud of what all the companies I’ve worked for have accomplished financially and in the world. They’ve grown through business cycle crashes, difficult economic times and a pandemic, coming through all those events financially stronger than they were before.”
Jay Hebert, CFO and COO , Lectric eBikes
Background: Hebert is CFO and COO of Lectric eBikes, a direct-to-consumer electric bike retailer. Since joining in 2021, he has built the finance and operations infrastructure that has enabled the company to scale rapidly, launching more than 10 new models and navigating complex supply chain and economic pressures. A finance leader with more than 20 years of experience, Hebert has held senior roles across healthcare, technology and consumer products, consistently driving growth, operational transformation and successful exits.
Source of pride: “I am most proud of transforming Lectric’s finance and operations infrastructure during a period of explosive growth. When I joined, the company relied on QuickBooks and a one-person outsourced accounting team. Today, we operate with a fully built-out ERP and BI platform, and FP&A tools, supported by an empowered eight-person team and streamlined operations spanning supply chain and logistics. This transformation elevated decision-making, protected margins during volatility and created a foundation for scalability. It is rewarding to see this infrastructure not only strengthen financial stewardship but also fuel cross-functional success across the organization.”
Susan Kay, CFO, Ageless Men’s Health
Background: Kay brings over 17 years of leadership in financial strategy and operations within the healthcare industry. Known for her approachable style and collaborative mindset, Kay plays a key role in guiding the company’s growth and ensuring financial health across all business units. Kay is passionate about building strong teams, streamlining processes and supporting the company’s mission to improve patient outcomes nationwide.
Secret sauce: “My success is rooted in a collaborative mindset, where open communication and shared goals drive team performance. I believe in cross-training to build flexibility, resilience and a deeper understanding across roles. One of my core leadership practices is teaching the ‘why,’ not just the ‘what’ — empowering my team members to see the bigger picture. By investing in people, I’ve helped build a strong, engaged team that delivers consistent results and supports long-term organizational growth.”
Source of pride: “One of the professional accomplishments I’m most proud of is earning — and consistently maintaining — the trust of a highly accomplished healthcare C-suite over the years.”
Jim Kebert, CFO, LUV Car Wash
Background: Kebert brings decades of financial leadership and operational expertise. Known for his integrity and people-first approach, he fosters employee growth while guiding the company’s financial strategy, scalability and long-term success in the car wash industry.
Defining success as a CFO: “A CFO’s role is a balancing act — balancing growth, cost and controls. But above all, success means ensuring the company’s assets are deployed in the right way to maximize growth and potential.”
Best career decision: “The best decision I’ve made is not focusing on title or where things might lead, but instead seeking out the best opportunities for learning and training. That mindset has served me very well throughout my career.”
Source of pride: “I’m most proud of creating honest, rewarding jobs for people. Giving someone a place to work that builds their confidence and provides long-term opportunity has ripple effects across families and generations. Creating that kind of culture is incredibly gratifying.”
James Kent, chief financial and operating officer, CyraCom International
Background: Kent is responsible for CyraCom finances, treasury management, financial reporting and company operations. Kent has over two decades of financial management experience in the public and private sectors, with a focus on developing policies and procedures to improve performance and productivity. Since joining CyraCom in 2018, Kent has implemented financial and human capital management software with better efficiencies, had a hand in CyraCom’s expansion by negotiating the funding for a new contact center in Guadalajara, and successfully executed a revolving line of credit to ensure adequate working capital for CyraCom in the coming years.
Best career decision: “Relocating to the U.S. was definitely the best career decision I ever made. Growing up in Ireland, I’m grateful for my education and I thoroughly enjoyed my time in the Netherlands. But when the opportunity arose to come to the U.S., I couldn’t pass it up. It’s truly been the land of opportunity for me.”
Michael Martin, CFO, Scottsdale Arts
Background: Martin has extensive work experience in finance and accounting and has been CFO at Scottsdale Arts since 2021.
Defining success: “I define success as working closely with the CEO. CEOs are always throwing us curveballs and many are focused on growth. My job at Scottsdale Arts is to manage that growth and prepare the cash flow needed to support it. After a few years of growth, there’s often some right-sizing involved, and that’s another key part of a CFO’s job — making sure the organization is the right size, which can be difficult.”
Challenges of job: “Scottsdale Arts is a nonprofit, so every dollar of contributed revenue has to be tracked and spent exactly as donors intend. Nonprofit accounting is at least twice as complicated as for-profit accounting. But the reward is that we know the money spent directly betters the community. That mission gives our staff — and me — tremendous pride and purpose.”
Sandy McKenna, CFO, STChealth
Background: McKenna, CFO of STChealth, brings extensive expertise in financial modeling, treasury management and SEC reporting. McKenna excels in controllership, international operations and strategic reviews, driving financial excellence through both hands-on and executive roles.
Secret sauce: “A habit I adopted long ago is getting things done quickly, efficiently and on time. I hate the thought of someone waiting on me for something. Honestly, I probably wouldn’t sleep at night if I knew someone was waiting on me. I’d say timeliness and efficiency drive me.”
Source of pride: “The accomplishment that gives me the most pride is helping get our company sold. Our owner was ready to retire and pass the company to new owners. It took many starts and stops, but just three weeks ago we closed the deal. Now, he can retire, travel and enjoy life with his wife. I’m truly proud we achieved that milestone.”
Lindsay McMahon, CFO, Mark-Taylor Residential
Background: McMahon leads financial strategy and execution with a focus on stability, transparency and responsible leadership. She oversees accounting, payroll and financial operations across corporate, construction and property management divisions. Having expertise in managing complex processes and enterprise resource planning systems, McMahon has built a high-performing team that prioritizes data-informed decisions to support the company’s growth. A servant leader, she is passionate about mentoring and fostering a culture of integrity and collaboration.
Source of pride: “Some of my most meaningful professional accomplishments have been mentoring and advancing team members — not only into leadership roles but also within their overall careers. At Mark-Taylor Residential, guiding individuals and seeing them thrive has been especially rewarding. It reflects my commitment to servant leadership and cultivating high-performing teams that deliver strategic financial results. Knowing that others have succeeded, in part because of the support and opportunities I helped create, is a legacy I am proud to have.”
Lisa Montman, executive vice president and CFO, HonorHealth
Background: Montman serves as executive vice president and CFO of HonorHealth, a nonprofit healthcare system with over 17,000 team members serving over 3 million patients annually. She oversees financial operations and plays a critical role in maintaining the organization’s financial strength and contributing to its strategic growth. With more than 25 years in healthcare finance, Montman joined HonorHealth in 2015.
Secret sauce: “I approach challenges with curiosity and a desire to learn. I try to practice the concept of ‘presumed benevolence’ — the idea that actions and behaviors of others are inspired by good rather than negative intentions. That mindset has helped me grow as a leader, to be open to new ideas and stay adaptable in a constantly evolving healthcare environment. I rely on the strengths of my team to round out my weaknesses and on family and friends to keep me grounded. They’re all my biggest cheerleaders, occasional reality checkers, and the reason I strive to lead with integrity and heart.”
Jacob Patterson, senior vice president of finance, RunBuggy
Background: Patterson has led RunBuggy’s financial transformation since 2020. He built the finance, accounting, HR and claims management teams from the ground up, spearheaded a successful ERP implementation, and internalized HR, benefits and payroll operations. He also developed key banking relationships and led capital raises. Under his leadership, revenue grew from $11.7 million in 2020 to a projected $90 million in 2025, while headcount expanded from 40 to 175 employees.
Source of pride: “Beyond my achievements at RunBuggy, the accomplishment I am most proud of is steering my family’s medical billing and collections business through crisis. I left a Fortune 500 career to rebuild the company, leading operational restructuring, transparent communication and team support. By fostering resilience and adaptability, we stabilized and expanded the business, ultimately achieving an acquisition that safeguarded jobs and ensured stability. That experience shaped my leadership approach —emphasizing empathy, adaptability and a people-first mindset.”
Brian Pritchard, CFO, Delta Mechanical
Background: Pritchard leverages his finance expertise to drive profitability, efficiency, and growth. With a background spanning media and plumbing industries, he builds strong financial foundations that enable Delta’s continued expansion and long-term success.
Defining success as a CFO: “Success as a CFO, to me, is making sure the company is profitable, has room for growth, expands revenue, keeps expenses in line, and is in a strong financial position to operate and grow.”
Secret sauce: “Every night, I go through my to-do lists, update priorities for the next day, rank them and focus on knocking them out. Staying organized this way keeps me on track.”
Best career decision: “My best career decision was joining Delta Mechanical. I transitioned from the media industry into plumbing about three years ago, and it’s been a great move.”
Source of pride: “Honestly, it’s been my work with Delta over the last few years. We’ve taken the company from just getting by to one that’s flourishing and positioned for real growth. That’s been very rewarding.”
Deb Smith, CFO, CISO Global
Background: Smith is CFO at CISO Global, an innovative cybersecurity, compliance and remediation company based in Scottsdale. Smith leads all aspects of CISO Global’s financial strategy, reporting and business planning as well as treasury, controller and audit operations. She brings to this role her skills and expertise developed through her decades long career in every aspect of corporate finance, including CFO; chief accounting officer; executive vice president, finance and accounting; senior vice president, global accounting; and controller.
Source of pride: “The accomplishment that gives me the most pride is building teams. Seeing people I’ve worked with grow in their careers brings me a lot of joy. Mentorship is critical, and I take pride in helping move the company to the next stage. Knowing we achieved that together as a team makes me very proud.”
Surprising fact: “During COVID, my husband and I decided to get our sommelier certification.”
Lacy Tippett, executive vice president and CFO, G.A. Haan Development
Background: Tippett oversees all corporate accounting and financial functions for G.A. Haan and NLR Property Management. She directs reporting, budgeting, tax planning and compliance, while streamlining processes and guiding lending relationships to ensure accuracy, efficiency and sustainable growth across diverse property portfolios.
Best career decision: “I’ve been with Haan Development and its related companies for over 15 years. When the prior CFO retired, I was hesitant to step up. But deciding to go for it, proving myself every day and earning the opportunity from leadership was the best decision I made.”
Source of pride: “It’s not an award or recognition, but getting through the pandemic. Our business took a big hit during COVID-19. Finding funding sources across the states where we operate kept our businesses alive. Those years were tough, but seeing them now thriving and financially healthy is incredibly rewarding.”
Stacy Tucker, vice president and CFO, Flinn Foundation
Background: Tucker is a dynamic and results-driven executive, board leader and CPA with extensive experience across non-profit, family office and public accounting environments. Joining the Flinn Foundation in 2016, Tucker is responsible for the management and oversight of investment, financial, accounting, legal, HR, IT and building operations. Tucker also has board appointments, including the Barrow Neurological Foundation, where she chairs or has chaired several committees.
Secret sauce: “As a CFO, I see myself as a strategist, change agent, guardian and producer for the organization. Some of the things that have helped me be successful include asking questions, listening to others, relationship building, being solution-oriented, establishing and maintaining trust, mentoring staff and having fun. A mindset change has been to practice more reflective listening, which helps the speaker gain clarity and feel heard. One more thing that’s a habit is that I love learning. All these components intertwine that enable a positive path for me and my team to accomplish great things together.”
Ron Vincent, CFO , Crexendo
Background: Vincent has been serving as Crexendo’s CFO since April 2012. From 2005 to 2012, he was employed by Ernst & Young, most recently as an audit senior manager prior to joining Crexendo’s leadership team, which concluded his 14-year professional career as an auditor.
Defining success: “Success is doing your job to the fullest every day and providing results. Your responsibility is to provide the data and the numbers that the executives need to run the business. And so success is being that team player that provides that data that they need to run the business every day.”
Best career move: “The best career decision I ever made was working for Ernst & Young. As an audit senior manager, I was able to audit many businesses and learn different industries, which ultimately led to my career move out of public accounting and into the CFO role that I have today. I did that 13 years ago and it was one of the best decisions I made.”
Swati Webb, CFO, Boys & Girls Clubs of the Valley
Background: Webb ensures fiscal stability and long-range sustainability for Boys & Girls Clubs of the Valley’s 30-plus sites and programs through strategic leadership and direct oversight of all financial, technology, human resources and facilities functions. She also serves as the staff liaison to the Finance, Audit, and Budget Committees of the Board of Directors, as well as the BGCAZ Foundation.
Secret sauce: “As CFO of a nonprofit, my success has been shaped not only by technical expertise but by intentional personal and leadership growth through mentorship. Financial stewardship in the nonprofit sector demands more than precision, it requires empathy, adaptability and a deep commitment to mission. I prioritize strategically each day, ensuring the urgent doesn’t crowd out the important. I’ve shifted from cost-cutting to value creation, maximizing impact per dollar. By aligning financial decisions with our mission and communicating transparently, I’ve built trust across teams and stakeholders. This approach has led to clean audits, strong compliance and a culture of financial empowerment.”
Blair Westblom, CFO and treasurer, University of Phoenix
Background: Westblom leads the University of Phoenix’s finance and real estate functions, working closely with executive leadership and the Board of Trustees to advance strategic goals. Since joining the university in 2010 as associate director of finance, she has steadily expanded her responsibilities, culminating in her appointment as CFO in 2023. With more than 25 years of finance leadership experience, Westblom previously managed fiscal operations for Genentech’s $3 billion biooncology business during a period of rapid growth and clinical expansion.
Secret sauce: “My success as CFO is rooted in principled, people-centered leadership built on trust, authenticity and accountability. Guided by the university’s mission, I ensure financial decisions strengthen both performance and student success. I foster empowerment by setting clear expectations, encouraging open dialogue and recognizing contributions while giving my team autonomy to grow. With an ownership mindset, I face challenges with curiosity and resilience. Through transparent communication and clear financial storytelling, I build stakeholder confidence and align stewardship with mission-driven impact.”
Chad Wolver, CFO, Adobe Population Health
Background: Wolver leads financial strategy supporting rapid multistate growth and expansion to over 500,000 Medicare, Medicaid, and ACA Marketplace members. A graduate of the University of Arizona’s Eller College of Management with an executive MBA in Accounting and Finance, Wolver previously served as vice president at Bank of America. He has also held leadership roles on boards of several Arizona nonprofit organizations, including the Human Rights Campaign and Southwest Center for HIV/AIDS.
Secret sauce: “I’ve found the greatest growth comes from leaning into discomfort. By intentionally stepping into unfamiliar or challenging situations, I’ve gained the perspective and resilience needed to lead effectively. I view failure not as a setback, but as an essential part of progress; each misstep creates an opportunity to learn, adapt and improve. This mindset has allowed me to take calculated risks, embrace change and build stronger teams, all of which have been central to my success as a CFO.”
