From the very start of our talk with CFO Claire Bramley, she let us know that she has long been part of the bigger conversation represented by the everyday back-and-forth discourse that punctuates decision-making inside a business.
“I’m always saying that If you can’t explain it to the business, if you can’t explain it to a customer, it doesn’t matter how great your insight or idea is—if they don’t get it and you can’t communicate it, then it’s wasted,” explains Bramley, whose June 2021 appointment as CFO of Teradata had been preceded by a 15-year multi-continental climb up Hewlett-Packard’s finance career ladder—an impressive stint that ended with Bramley serving as the tech giant’s global controller.
Turn back the clock on her HP years, and we see Bramley being recruited as a technical accountant in the UK before shortly thereafter being dispatched to the FP&A trenches of HP’s EMEA headquarters in Geneva, Switzerland.
“It was intense learning for me at the time, but it was really helpful because it immediately made me realize that you have to understand the business to add value,” comments Bramley, who let us know that it was during her early days in Geneva when she first started joining HP’s bigger discussion, where she quickly began to amplify the concerns and challenges facing HP’s EMEA’s country management.
“I was pushing corporate, and I was pushing the worldwide team and, to be honest, I think that they were like, ‘This is really becoming quite annoying—who is this person?,'” recalls Bramley, who received a number of promotions before being transferred to the U.S. to oversee HP’s worldwide FP&A team from its Palo Alto, California, headquarters.
“Suddenly, I was on the other side of the fence looking back from the corporate perspective, and I realized how there’s not just one way of looking at things,” says Bramley, who lets us know that her contribution to the bigger discussion broadened as she climbed into upper management.
Before advancing into HP’s global controller role, Bramley would once more be stationed in Geneva, this time serving as EMEA’s head of finance—a role that required her to be regularly engaged with EMEA’s sales leaders. It was here, Bramley tells us, amidst the everyday back-and-forth with some of HP’s top sales professionals, where she really began to glean an insight that every finance executive should keep in mind as they join the broader discussion.
She explains: “There were explanations as to why something wasn’t what we expected it to be, and I remember taking these at face value and not digging down to the next level of detail. About a month later, I came to realize the error of my ways, and the strategic lesson for me was to let the data tell the story.” –Jack Sweeney
