What our Graduates say

Hundreds of corporate managers have completed our programs and they say they received immense benefits. You can hear directly from them in the videos below.

Scroll down to see more videos organized by leadership level, function, and industry.

CEO / President

CEO and Chairman of the Board
Jack In The Box

CEO and Managing Director
MCB Deutschland GmbH

President, EQT Production
EVP, EQT Corporation

President
Balco Properties

CEO, Chairman, Co-Founder
4D Molecular Therapeutics

CEO and Founder
Roots of Peace

CEO
TheraCell

CEO
Aviva Investors

COO
Sonatype

President
Redwood Oil Company

GM / EVP / SVP

GM and Chief Science Officer
Bioseek

COO and VP
Tremendous Entertainment

General Manager
Gene Fresh

General Manager
GTECH Corporation

SVP, R&D
Genentech

General Manager
Newport Corporation

General Manager and Co-Founder
IGN Entertainment

EVP
Evotec

General Manager and VP, RF Solutions
Maxim Integrated Products

SVP, Regional Sales
Aero Precision Industries, LLC.

CFO
Red Mountain Behavioral Health

SVP, Strategic Initiatives
Gannett Company

SVP & GM, Platform & Central Services
Kabam

SVP, Chief Strategy Officer
Fairchild Semiconductor Corporation

VP / Director

MD, Physician Director
Palo Alto Medical Foundation

VP, Laser Product Marketing
Ultratech

VP, Services
Cisco – newScale

VP, Preclinical Development
Nektar Therapeutics

VP, Engineering
Micrel

VP, Projects and Process
Emerson Process Management

VP, Sales
Altair/Marchon Eyewear

Managing Dir., Customer Experience
Alaska Airlines

VP, Critical Accounts
Oracle Corporation

Senior Designer
Levi Strauss & Co.

Senior Director, Corporate Affairs
Onyx Pharmaceuticals

Director, Content Development
LexisNexis

Global Partnerships
Adobe Systems Inc.

Director, Substrate & Packaging
Intel

Director of Innovation
IMA Financial Group

VP Direct Mktg., Sales & Operations
Ideal Living

Senior Director, Sales
Ubisoft

Senior Director, Product Management
Hewlett Packard

Director, ISV Sales
Salesforce.com

Director, Marketing
Bio-Rad Laboratories

VP, Market Development
E.ON

VP, Marketing & Communications
Meritor

Executive Director, Program Mgmt.
Amgen

Senior Director, Program Mgmt.
TIBCO Software

Director, R&D
VMware

Director, Global NanoPort
FEI Company

Director, Commercial Strategy
Gilead Sciences

Sr.  Dir., Program Management
Affymetrix, Thermo Fisher Scientific

Director, User Experience
Varian Medical Systems

Director, Analytics & Insight
Western Digital Corporation

Director, IT
Levi Strauss

Director, Service Delivery
Ericsson

Senior Product Manager
VMware, Inc.

Senior Manager / Other

Sr. Mgr., Treatment Planning Portfolio
Varian Medical Systems

Corporate Strategy Analyst
Cubic Corporation

Strategic Partner Manager
Google, Inc.

Senior Manager, Advanced Services
Juniper Networks

Manager, Business Development
Roche Molecular Systems

Manager, Project Development
Calpine

Partner
PA Consulting Group

Group Manager, Prod. Mgmt.
Hewlett Packard Enterprise

Sr. Mgr., Product Management
Cisco Systems, Inc.

Senior Product Manager
ResMed

Marketing and Sales

SVP, Regional Sales
Aero Precision Industries, LLC.

VP, Sales
Altair/Marchon Eyewear

VP, Critical Accounts
Oracle Corporation

Senior Director, Corporate Affairs
Onyx Pharmaceuticals

Global Partnerships
Adobe Systems Inc.

VP Direct Mktg., Sales & Operations
Ideal Living

Senior Director, Sales
Ubisoft

Director, ISV Sales
Salesforce.com

Director, Marketing
Bio-Rad Laboratories

VP, Market Development
E.ON

VP, Marketing & Communications
Meritor

Director, Global NanoPort
FEI Company

Strategic Partner Manager
Google, Inc.

Executive Director, Bus. Dev.
Nektar Therapeutics

Operations

COO
Sonatype

COO and VP
Tremendous Entertainment

MD, Physician Director
Palo Alto Medical Foundation

Managing Dir., Customer Experience
Alaska Airlines

Director, Content Development
LexisNexis

Senior Manager, Advanced Services
Juniper Networks

Partner
PA Consulting Group

SVP, Chief Strategy Officer
Fairchild Semiconductor Corporation

Director, IT
Levi Strauss

Director, Service Delivery
Ericsson

Product Management

SVP & GM, Platform & Central Services
Kabam

VP, Laser Product Marketing
Ultratech

VP, Services
Cisco – newScale

Senior Designer
Levi Strauss & Co.

Director of Innovation
IMA Financial Group

Senior Director, Product Management
Hewlett Packard

Executive Director, Program Mgmt.
Amgen

Senior Director, Program Mgmt.
TIBCO Software

Director, Commercial Strategy
Gilead Sciences

Sr. Mgr., Treatment Planning Portfolio
Varian Medical Systems

Manager, Business Development
Roche Molecular Systems

Sr. Director, Product Mgmt., Graphics
Corel Corporation

SVP, Chief Strategy Officer
Fairchild Semiconductor Corporation

Sr.  Dir., Program Management
Affymetrix, Thermo Fisher Scientific

Director, User Experience
Varian Medical Systems

Senior Product Manager
VMware, Inc.

Group Manager, Prod. Mgmt.
Hewlett Packard Enterprise

Sr. Mgr., Product Management
Cisco Systems, Inc.

Senior Product Manager
ResMed

Engineering

President, EQT Production
EVP, EQT Corporation

VP, Engineering
Micrel

VP, Projects and Process
Emerson Process Management

Director, Substrate & Packaging
Intel

Senior Director, Program Mgmt.
TIBCO Software

Director, R&D
VMware

Manager, Project Development
Calpine

Director, User Experience
Varian Medical Systems

Director, Analytics & Insight
Western Digital Corporation

Legal

CEO
Aviva Investors

Lead Counsel
Robert Half International

Research & Development

CEO, Chairman, Co-Founder
4D Molecular Therapeutics

GM and Chief Science Officer
Bioseek

SVP, R&D
Genentech

VP, Preclinical Development
Nektar Therapeutics

Executive Director, Program Mgmt.
Amgen

Director, R&D
VMware

Technology

General Manager
Newport Corporation

General Manager and VP, RF Solutions
Maxim Integrated Products

VP, Laser Product Marketing
Ultratech

VP, Engineering
Micrel

Director, Substrate & Packaging
Intel

Senior Director, Product Management
Hewlett Packard

Director, Global NanoPort
FEI Company

Senior Manager, Advanced Services
Juniper Networks

Senior Director, Sales Operations
Vocera Communications

SVP, Chief Strategy Officer
Fairchild Semiconductor Corporation

Director, User Experience
Varian Medical Systems

Director, Analytics & Insight
Western Digital Corporation

Senior Product Manager
VMware, Inc.

Group Manager, Prod. Mgmt.
Hewlett Packard Enterprise

Sr. Mgr., Product Management
Cisco Systems, Inc.

Industrial

CEO, Chairman, Co-Founder
4D Molecular Therapeutics

CEO
TheraCell

GM and Chief Science Officer
Bioseek

General Manager
Gene Fresh

SVP, R&D
Genentech

EVP
Evotec

VP, Preclinical Development
Nektar Therapeutics

Senior Director, Corporate Affairs
Onyx Pharmaceuticals

Director, Marketing
Bio-Rad Laboratories

Executive Director, Program Mgmt.
Amgen

Executive Director, Bus. Dev.
Nektar Therapeutics

Sr.  Dir., Program Management
Affymetrix, Thermo Fisher Scientific

Biotech

CEO, Chairman, Co-Founder
4D Molecular Therapeutics

CEO
TheraCell

GM and Chief Science Officer
Bioseek

General Manager
Gene Fresh

SVP, R&D
Genentech

EVP
Evotec

VP, Preclinical Development
Nektar Therapeutics

Senior Director, Corporate Affairs
Onyx Pharmaceuticals

Director, Marketing
Bio-Rad Laboratories

Executive Director, Program Mgmt.
Amgen

Executive Director, Bus. Dev.
Nektar Therapeutics

Sr.  Dir., Program Management
Affymetrix, Thermo Fisher Scientific

Consumer

CEO and Chairman of the Board
Jack In The Box

COO and VP
Tremendous Entertainment

General Manager and Co-Founder
IGN Entertainment

SVP, Strategic Initiatives
Gannett Company

SVP & GM, Platform & Central Services
Kabam

VP, Sales
Altair/Marchon Eyewear

Managing Dir., Customer Experience
Alaska Airlines

Senior Designer
Levi Strauss & Co.

Director of Innovation
IMA Financial Group

Senior Director, Sales
Ubisoft

Director, Commercial Strategy
Gilead Sciences

Manager, Business Development
Roche Molecular Systems

President
Redwood Oil Company

Director, IT
Levi Strauss

Software

COO
Sonatype

VP, Services
Cisco – newScale

VP, Critical Accounts
Oracle Corporation

Global Partnerships
Adobe Systems Inc.

Director, ISV Sales
Salesforce.com

Senior Director, Program Mgmt.
TIBCO Software

Director, R&D
VMware

Strategic Partner Manager
Google, Inc.

Sr. Director, Product Mgmt., Graphics
Corel Corporation

Director, Analytics & Insight
Western Digital Corporation

Director, Service Delivery
Ericsson

Senior Product Manager
VMware, Inc.

Sr. Mgr., Product Management
Cisco Systems, Inc.

Healthcare

CFO
Red Mountain Behavioral Health

MD, Physician Director
Palo Alto Medical Foundation

Sr. Mgr., Treatment Planning Portfolio
Varian Medical Systems

Director, User Experience
Varian Medical Systems

Group Manager, Prod. Mgmt.
Hewlett Packard Enterprise

Senior Product Manager
ResMed

Other Industries

President
Balco Properties

SVP, Strategic Initiatives
Gannett Company

Director, Content Development
LexisNexis

Partner
PA Consulting Group

Inside the Executive Principles That Shape Financially Fluent Leaders

Behind every high-functioning leadership culture is an invisible architecture – an executive operating system that shapes how decisions are made, how performance is evaluated, and how leaders communicate. Most non-financial leaders never learn this system directly. They absorb pieces of it over time, but without knowing the full logic behind it, conversations can feel unclear or unpredictable.

The AAA Framework™ brings this operating logic to the surface. The FSL® Program teaches leaders how to use it in real decisions.

AAA™ traces its roots to world-class leadership environments, including GE’s disciplined approach to financial rigor, accountability, and value creation. GE’s system produced leaders known for their clarity, disciplined thinking, and precision in communication. AAA™ distills the essence of that discipline and makes it accessible to leaders in any organization.

“I used to feel like I was guessing at how senior leaders thought about decisions. Once I understood how the business fit together financially, I could finally participate in a more meaningful way. It helped me contribute to higher-level conversations with greater confidence and clarity.”
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Robert Bae, Director, Content Development, LexisNexis

Principle 1: Value Connection

Executives expect leaders to understand and explain how their work creates value.

This requires clarity on:

  • How decisions influence revenue, margin, cost, or cash
  • How initiatives support broader strategy
  • How choices move the business forward

Leaders who demonstrate this connection are seen as strategic rather than tactical.

AAA™ formalizes this through Alignment.

“I always knew my work mattered, but I struggled to articulate how it created value. Learning to connect decisions to revenue or cost helped me communicate more clearly. It shifted how I present ideas and made conversations with senior leaders feel more grounded and meaningful..”
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Sara Kenkare Mitra, SVP R and D, Genentech

Principle 2: Decision Logic

Senior-level decision-making is about comparing alternatives and assessing trade-offs.

Effective leaders must be able to:

  • Compare options
  • Quantify benefits and risks
  • Consider timing
  • Explain the trade-offs driving their recommendation

AAA™ formalizes this through Analysis, giving leaders a consistent structure.

“I understood the financial terms, but I didn’t really know how to apply them to compare initiatives. Once I learned to use concepts like NPV to evaluate trade-offs, my recommendations became clearer and more credible. It made decision-making feel more structured and thoughtful..”
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Seema Kantak, VP Preclinical Development, Nektar Therapeutics

Principle 3: Performance Discipline

Executives don’t want lengthy explanations. They want clarity.

Effective reporting answers three questions:

  • What happened
  • Why it happened
  • What happens next

This structure helps leaders communicate results with precision and confidence.

AAA™ embeds this discipline through Accountability.

“I used to overwhelm people with details because I wasn’t sure what leaders needed. The oversight - insight - foresight structure helped me focus. It gave me a clearer way to explain results and prepared me to have stronger, more constructive conversations about performance.”
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Lori Melancon, Senior Director Corporate Affairs, Onyx Pharmaceuticals

Example: Principles in Action

Imagine an operations leader explaining a spike in working capital.

Without executive principles, the explanation sounds uncertain and overly technical.

With AAA™ thinking:

“Our goal is to improve cash conversion (alignment). The spike came from three drivers – supplier delay, demand variability, and system timing (analysis). We have corrected two drivers and will mitigate the third in Q1 (accountability).”

  • Same person
  • Same data
  • Sharper credibility

“Before, I struggled to explain the reasoning behind my recommendations. Learning this structure helped me build clearer, stronger cases. It made it easier for leaders to understand my thinking, and it helped me get support because the logic was laid out in a way people could follow.”
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Vincent Fisher, Director Commercial Strategy, Gilead Sciences

Why These Principles Matter More Today

Organizations today move fast and face tighter constraints.

Leaders must:

  • Make better decisions with fewer resources
  • Communicate clearly across functions
  • Connect work to financial and strategic outcomes
  • Demonstrate accountability in real time
  • Financial fluency is no longer optional.

AAA™ provides the logic behind it.

“I realized how much easier cross-functional work becomes when everyone uses the same reasoning. Once I understood the logic, I could follow and contribute to conversations more effectively. It made collaboration smoother and decisions faster because we were aligned on how to think.”
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Mark Howard, VP Engineering Solutions, Emerson

What Leaders Experience After Learning AAA™ Through FSL®

Three shifts occur quickly:

  1. Conversations become easier.
    Leaders recognize the logic behind questions.
  2. Presentations become sharper.
    Ideas are framed the way senior leaders already think.
  3. Decision-making improves.
    Trade-offs are clearer. Choices are more defensible.

“The hands-on work helped the concepts stick. I started using the framework right away because it made discussions more focused and easier to navigate. It gave me a clear way to prepare for conversations so I wasn’t scrambling to organize my thoughts.”
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Andra Ozols, CEO, Aviva Investors

AAA™ Creates Leaders Who Can Operate at the Enterprise Level. FSL® Makes It Learnable.

Financial fluency is not about turning leaders into accountants. It is about giving them the reasoning structure senior leaders rely on for clarity, credibility, and influence.

AAA™ provides the logic. FSL® provides the path to mastery.

“Understanding how to articulate value changed how I show up in leadership discussions. I could explain how my team contributed to the bigger picture, not just what we were working on. It helped me step into conversations with more clarity and a stronger sense of ownership.”
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Anthony Murray, Design Director, Dockers, Levi Strauss and Co.

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The Logic Behind the Language: Alignment, Analysis, Accountability (AAA Framework™)

Most non-financial leaders believe their challenge lies in understanding financial terminology. They assume that if they could memorize terms like NPV, cash flow, or EBITDA, they would feel confident in senior conversations.

But vocabulary is not the barrier.

The barrier is not knowing the logic behind the vocabulary.

Senior leaders evaluate decisions through a reasoning pattern that is remarkably consistent. Once leaders learn this logic, conversations become far clearer and more predictable. In the FSL® Program, this logic is taught through the AAA Framework™ – Alignment, Analysis, and Accountability.

AAA™ is not a theory. It is the thinking pattern behind financially fluent leadership. FSL® is the program that teaches leaders how to apply it.

“I always thought I needed to learn more financial terms, but what I really needed was to understand the logic behind executive discussions. Once I learned the reasoning leaders use, conversations felt familiar instead of intimidating. It made senior meetings much easier to follow and contribute to.”
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Tyler Elwood, Senior Global Alliances Manager, Adobe

Alignment - “Why this? Why now?”

Every strategic conversation begins with alignment. Leaders must connect their work to:

  • Value creation
  • Strategic priorities
  • Enterprise constraints
  • Financial drivers

Without alignment, ideas feel disconnected and tactical. With alignment, the relevance becomes obvious.

“I used to explain what I was doing, not why it mattered to the broader business. Learning to connect my work to actual value made a huge difference. Once I understood how leaders think about priorities, my explanations landed better and conversations were smoother.”
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Debbie Green, General Manager, GTECH

Analysis - “What are our options, and why this one?”

After alignment, executives shift to evaluation. Analysis is not simply building spreadsheets – it is a disciplined comparison of alternatives, trade-offs, benefits, timing, and risks.

Leaders who master this step demonstrate judgment, not just expertise.

“I realized I was giving opinions instead of real comparisons. Once I learned how to evaluate alternatives using simple financial logic, I could defend my recommendations clearly. It helped me speak with more confidence and show I had thought through the trade-offs leaders care about.”
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Molly Fischer, Strategic OEM and ISV Alliances, ServiceNow

Accountability - “What happened? Why? What’s next?”

Executives expect concise, structured reporting.

They want to know:

  • What happened
  • Why it happened
  • What happens next

This structure eliminates ambiguity, builds trust, and keeps conversations focused.

“I used to over-explain results because I wasn’t sure what leaders needed. The accountability structure helped me get clearer and more organized. It made reporting much easier because I knew exactly how to frame what happened, why it happened, and what I was doing next.”
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Ravit Danino, VP Product Management, Totango

AAA Turns Financial Communication Into a Thinking System

Once leaders internalize AAA™, it becomes a natural way to think:

  • Is this aligned?
  • Have I compared alternatives?
  • Can I explain what happened and what comes next?

AAA™ gives structure to decisions, presentations, and conversations.

“AAA quickly became the way I think, not just something I learned. It helped me organize my ideas and explain them more clearly. I also started using it with my team because it made our discussions more focused and easier to move forward.”
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Tobias Lehtipalo, Senior Director Program Management, TIBCO

Before and After AAA

Before: Conversations feel unpredictable. Leaders worry about financial questions.

After: Conversations feel structured. Leaders anticipate the logic behind each question. Executives engage more quickly because the reasoning is clear.

“Before, I felt like I was trying to guess what senior leaders wanted. After learning AAA, the conversations made sense. I understood the questions, the structure, and the logic. It made me much more comfortable participating instead of sitting quietly and hoping I wouldn’t be called on.”
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Tyler Elwood, Senior Global Alliances Manager, Adobe

A Universal Framework Across Every Function

AAA™ applies across all roles:

  • HR leaders planning investments
  • Product managers evaluating roadmaps
  • Operations leaders improving working capital
  • Marketing leaders requesting budget
  • Supply chain leaders explaining variance
  • Finance partners coaching alignment

It is the shared operating logic of senior leadership.

“I always understood the financial terms, but I didn’t know how to use them to explain my thinking. AAA helped me apply financial drivers in a practical way. It changed how I evaluate decisions and communicate with cross-functional partners.”
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Mukulika Kapas, Product Management, Intuit

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Why Financial Fluency Is a Core Leadership Advantage

Most leaders rise in their careers because they excel in their first language – engineering, operations, product, marketing, HR. They know how to deliver results, develop people, solve complex problems, and manage day-to-day performance. But as their responsibilities expand, a subtle shift occurs: the conversations around them begin happening in a second language – the language of value, performance, and cash.

Some leaders adapt naturally. Others start to feel a gap – not in capability, but in translation. They can describe the work, but not always the financial impact of the work. They can explain their priorities, but not always the economic logic behind those priorities. This isn’t because they are weak leaders. It is because they were never taught the logic senior leaders use to evaluate decisions.

This is where financial fluency – the core outcome of the Finance as a Second Language® (FSL®) Program – becomes a competitive advantage.

“I didn’t realize how much I was missing in senior conversations until I finally understood the logic leaders use. Once I learned how to connect my work to value, everything clicked. I could finally contribute with confidence instead of guessing what leaders were looking for.”
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Lauren Kelley, Strategic Partner Manager, Google

Financial Fluency Is Not Accounting - It’s Executive Communication

One of the biggest misconceptions is that financial fluency requires accounting expertise. It doesn’t. Senior leaders are not debating debits and credits in strategic meetings. They are evaluating value creation, return on investment, levers of performance, and cash impact.

Financial fluency is the ability to translate your work into the logic executives use to make decisions.

Inside the FSL® Program, leaders are taught this logic through the AAA Framework™ – the reasoning pattern behind how executives think. The framework is not the program itself; it is the thinking model that FSL® uses to make financial logic visible and practical.

When leaders begin to understand this logic – not just the terms, but the reasoning behind the terms – their communication changes instantly.

“I came in thinking this would be about accounting, but it was really about how leaders think. The focus on value, logic, and clear communication helped me understand the bigger picture. It made financial conversations feel relevant and strategic instead of technical or abstract.”
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Nicolai Eckert, Partner, PA Consulting Group

The Cost of Not Being Fluent

When leaders lack financial fluency, predictable patterns emerge:

  • Explanations sound tactical rather than strategic
  • Strong ideas lose momentum because the financial case is unclear
  • Cross-functional alignment breaks down
  • Leaders feel confident in their work, but not in how to communicate it

This has nothing to do with capability. It has everything to do with fluency

“I always understood my work, but I couldn’t explain the financial reasoning behind decisions. Once I learned how to see the ‘why’ behind the numbers, conversations became clearer and I felt myself participating instead of holding back. It changed how I show up.”
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Lisa Decker, Executive Director, Nektar Therapeutics

Three Leadership Advantages of Financial Fluency

1. Clearer, More Strategic Communication

Leaders who understand executive logic begin to speak in terms that matter:

  • How this creates value
  • What drivers are affected
  • What alternatives were considered
  • Why this choice is strongest

AAA™ reinforces clarity and alignment.

“I knew my work created value, but I struggled to express it in a way that resonated with senior leaders. Learning to explain my decisions through financial logic made my communication clearer and more trusted. People immediately responded differently when I framed things that way.”
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Gerard Mietailler, Sr. Director Product Management, Corel

Three Leadership Advantages of Financial Fluency

2. Greater Influence in Senior Meetings

Executives make decisions based on logic, trade-offs, and expected returns. Fluent leaders gain influence not by talking more, but by speaking the language leaders already use.

“I used to sit quietly in senior meetings because I wasn’t sure how to contribute. Once I understood the logic behind the discussions, I could finally participate with confidence. It felt like I gained access to a conversation I had been watching from the outside.”
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Robert Bae, Director of Content Development, LexisNexis

Three Leadership Advantages of Financial Fluency

3. A Broader Enterprise Perspective

Fluency allows leaders to see how all parts of the business connect:

  • Operations and working capital
  • Pricing and margins
  • Staffing and cash
  • Investments and value

FSL® and AAA™ shift leaders from functional operators to enterprise thinkers.

“I had never seen how the different parts of the business fit together financially. Once I understood the drivers and how they connect, my perspective changed instantly. It helped me think beyond my function and understand decisions at the enterprise level.”
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Lenny Comma, CEO and Chairman, Jack in the Box

A Simple Example of the Shift

Before fluency:
“We need to hire two more people.”

After fluency:
“We evaluated three approaches. The recommended option protects margin, supports growth, and pays back in six months.”

Same work. Different credibility.

“I always had the intuition, but not the language. Once I learned how to connect ideas to financial impact, people listened differently. I could explain the reasoning behind decisions, not just the tasks, and it helped me show up as a stronger leader.”
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Joel Gibson, Senior Product Manager, ResMed

Immediate, Practical Career Impact

Leaders consistently report:

  • Shorter, clearer conversations
  • Less resistance to proposals
  • Better cross-functional collaboration
  • More engagement from senior leaders

“I left the program able to ask better questions and communicate more clearly. The shift was immediate. Senior conversations felt less intimidating because I finally understood how to frame my thinking in the way leaders expect. It changed my confidence overnight.”
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Steven Devoe, CEO and President, Kelly-Moore Paints

Financial Fluency Is Now a Leadership Requirement

Organizations expect leaders at all levels to:

  • Frame decisions through value
  • Explain returns
  • Anticipate constraints
  • Communicate impact

FSL® builds the fluency. AAA™ provides the logic.

“I realized how much faster and stronger our decisions would be if everyone used the same financial language. Understanding this logic creates alignment and clarity across teams, and it helps leaders contribute at a higher, more strategic level.”
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Paxton Cooper, VP Global Products Group, Visa

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