www.acquisition-international.com • Global CFO Excellence Awards 2025 Featuring: Auctioneering CFO of the Year 2025 (Italy): Alessandro Consoli & Financial Leadership Excellence Award 2025 In a sector increasingly shaped by internationalisation, regulatory complexity, and agile competition, Finarte stands out as a leading Italian auction house with a rich legacy and a forward-looking strategy. At its heart is Chief Financial Officer Alessandro Consoli, guiding the company with clarity, discipline, and a sharp focus on long-term resilience. Following Alessandro’s recent successes in the Global CFO Excellence Awards, we caught up with the driving force behind Finarte’s financial strategy to learn more about the journey, the mindset, and the milestones that have defined his path to success. Philadelphia Cricket Club: Sports & Leisure CFO of the Year 2025 (USA): Linda Cozzi
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Contents 4 Finarte s.p.a:Auctioneering CFO of the Year 2025 (Italy): Alessandro Consoli & Financial Leadership Excellence Award 2025 8 Philadelphia Cricket Club: Sports & Leisure CFO of the Year 2025 (USA): Linda Cozzi 9 How Senior Leaders Can Win Board Approval for Major CapEx Investments in 2025 10 Intuition Isn’t Enough: What CEOs Need to Survive in the Current Climate 9 8 10
4 | Global CFO Excellence Awards 2025 Auctioneering CFO of the Year 2025 (Italy): Alessandro Consoli & Financial Leadership Excellence Award 2025 ounded in 1959 by the Milanese banker Gian Marco Manusardi and later acquired by a new group of investor-shareholders with the vision of creating an auction house that was “by collectors for collectors,” Finarte is a company that has written the history of the Italian art market. Over the decades, the company has grown steadily, broadening its scope and building an increasingly diversified offering. Today, Finarte stands as a leading player in the artistic and collecting landscape with 21 departments, 70 auctions held annually, and ongoing expansion into the luxury, art, and design sectors. The company serves a highly diverse clientele, from private collectors to enthusiast, foundations to galleries, and clients active in the world of luxury and fine craftsmanship. Alongside this network are the professionals who contribute to the creation of the auction product, comprising photographers, graphic designers, experts, consultants, printers, and many other specialised suppliers who, behind the scenes, ensure a high quality result, meticulously curated to the smallest detail. Finarte is a multifaceted group composed of three companies, operating in the auction world with a unique, cross-sector vision: from luxury – jewellery, watches, and fashion – to art and photography; from wine, books, comics, and design to antique arms and militaria. It operates within a diverse and constantly evolving universe, one that requires the ability to navigate across very different, internationally oriented markets. In such a complex environment, characterised by increasingly strict regulatory constraints and profound structural changes, it became necessary for Finarte to undergo a true cultural transformation: moving away from the traditional family-run business model to embrace a more managerial, solid, and structured approach. Leading this transition required a complete redesign of central functions to build a broad, integrated system. Alongside the traditional areas of accounting, administration, IT, and HR, new strategic functions were introduced: legal and organisational, to establish clear procedures; finance and treasury, focused on cash flow and forward-looking projections; planning and control, to support agile decision-making; commercial planning, driven by data and performance forecasting; procurement, to monitor spending and negotiate commitments; and anti-money laundering, ensuring regulatory compliance and risk protection. This journey of transformation was steered by Alessandro Consoli, Finarte’s Chief Financial Officer, whose strategic vision and operational leadership have been instrumental in reshaping the company’s internal architecture. Today, Alessandro oversees the Group’s core functions – ranging from administration, finance, and compliance to ICT infrastructure, HR, and procurement – ensuring that every area operates with precision, agility, and alignment to broader business goals. A key part of Alessandro’s role at Finarte involves supporting the CEO in defining both qualitative and quantitative objectives, setting the Group’s general policies in human resources development and management, designing and evolving organisational models aimed at enhancing effectiveness and efficiency, defining corporate strategies and objectives, and optimising cost structures through targeted planning and investment. Over the course of his career, Alessandro has taken on a variety of responsibilities that have shaped both his professional and personal growth. Yet it was his accumulated experience within the AFC area that proved most instrumental in preparing him for the CFO role. Early positions in accounting – first at a tax consultancy firm, then at a major telecommunications company – provided a solid foundation in financial reporting. Later, as a controller in two banking startups, Alessandro developed a strategic mindset, learning to support decisions with reliable data and forward-looking analysis. In a sector increasingly shaped by internationalisation, regulatory complexity, and agile competition, Finarte stands out as a leading Italian auction house with a rich legacy and a forward-looking strategy. At its heart is Chief Financial Officer Alessandro Consoli, guiding the company with clarity, discipline, and a sharp focus on long-term resilience. Following Alessandro’s recent successes in the Global CFO Excellence Awards, we caught up with the driving force behind Finarte’s financial strategy to learn more about the journey, the mindset, and the milestones that have defined his path to success. F
Auctioneering CFO of the Year 2025 (Italy): Alessandro Consoli & Financial Leadership Excellence Award 2025 Working in the banking sector from the very startup phase was particularly formative. There, Alessandro learned that no barrier is insurmountable, only challenges to be met with the right mindset. In such a dynamic and uncertain environment, Alessandro strengthened his flexibility, learned to reassess priorities, and maintained long-term focus until ideas became tangible results. Starting out as an intern, he also learned humility: the importance of staying open to learning, even at the highest levels. Determination and patience became the cornerstones of his approach, shaping a leadership style rooted in perseverance. “These steps naturally led me to my current position as CFO,” he told us, “where I draw daily on what I learned in the past: the precision of accounting, the ability to read and interpret numbers, the skill to translate financial data into actionable guidelines for business growth, and the capacity to constantly simulate future scenarios in order to anticipate key variables. My professional journey has allowed me to grow not only from a technical standpoint, but also in the development of soft skills that I now consider fundamental for a CFO.” Today, Alessandro operates with a leadership style built upon two main pillars: clarity in communication and sharing of vision. He believes that a leader should not simply give instructions but rather create an environment where everyone understands the bigger picture, the reasoning behind decisions, and how their individual contribution impacts the organisation’s objectives. To Alessandro, it is essential that each person feels part of a single organism, with both the power and the responsibility to help improve the direction and the speed at with Finarte moves.
6 | Global CFO Excellence Awards 2025 To ensure that everyone moves in the same direction, Alessandro dedicates time to communicating transparency, explaining both strategic priorities and the rationale behind each decision. He reinforces this communication through continuous alignment tools, including regular meetings, shared reports, and open discussions that allow every team member to see how their work connects to overall goals. Another key element of Alessandro’s approach is refusing to accept “no” as an answer. He leads his team with the steadfast belief that any problem or initiative, if addressed and analysed correctly, can be achieved or resolved. Central to Alessandro’s leadership is an absolute intolerance for downtime and poor performance. While some may view it as rigid, Alessandro considers a meritocratic system essential in such a fastpaced environment – where his team must move quickly and deliver concrete results. In this environment, only those who achieve their objectives are rewarded, not only with monetary recognition but also with greater organisational involvement, increasing responsibilities, and participation in strategic projects. To sum up this approach, Alessandro stated: “With me, you work hard, but you learn and grow even more.” To sustain this model, Alessandro pairs work activities with moments dedicated to personal and team development, which he calls “moments for group culture.” In these sessions, participants are guided by predefined themes and can exchange ideas, create synergies, and strengthen cohesion. In the long-term, this approach plays a crucial role in building a consolidated and autonomous team, one ready to handle growing responsibilities and enables delegation to be truly effective. “Creating a meritocratic environment has encouraged my colleagues not to limit themselves in their daily tasks, but constantly seek out new opportunities, projects, and improvements,” Alessandro shared, “in the knowledge that every significant result will bring tangible and motivating recognition. I also make it a priority to minimise inefficiencies in interactions and cross-team organisation, avoiding both downtime and boredom. To this end, I regularly assign projects to my department by structuring them into small, cross-functional mini-teams, ensuring they remain as flexible as possible, avoid routine fatigue, and have continuous opportunities to challenge and develop themselves.” Alessandro’s strategic approach to leadership has enabled Finarte to thrive in the auction house sector, a shifting landscape that is increasingly adopting an international outlook enriched by lean and dynamic players, within an ever more complex regulatory framework. In this transformatory phase, the greatest challenges are being presented to long-established companies, who must now rethink management approaches and move towards a more structured, managerial model. In this scenario, Alessandro’s role as CFO becomes crucial; to ensure competitiveness in a more agile and flexible market, it is essential to build a structured organisation that can simultaneously preserve agility and speed in decision-making. In Finarte’s case, the team worked on two main fronts: analysing and redesigning processes to identify waste and inefficiencies; and reviewing costs line-by-line, eliminating duplications and renegotiating contracts and suppliers to achieve significant savings. At the same time, the team adapted Finarte to the new regulatory environment, placing a particular focus on anti-money laundering. The entire process was redesigned, defining new roles and structures, in order to protect the commercial network without stifling the business. This forward-thinking approach made it possible for Finarte to avoid risks related to dealing with non-compliant parties, which would have represented more of a threat than an opportunity in the longer-term. Of course, revisiting established processes and structures that employees are attached to is never a simple task; resistance is common, and it can be easy to fall into organisational entropy. In these cases, communication becomes an indispensable tool. Alessandro asserts that the CFO must clearly articulate the benefits of change and build genuine buy-in across the team. Yet, he told us, communication alone is not enough; leadership and charisma are equally vital to steer the team in the right direction and keep energy focused on shared goals. Looking ahead, Alessandro’s vision for the future is rooted in building increasingly solid foundations – both for Finarte and for his own leadership. His focus lies in strengthening what has already been built: consolidating processes, tools, and internal competencies so they become stable, shared assets. At the same time, he is committed to developing new opportunities for growth, both strategically and personally. For the company, this means continuing to evolve a managerial structure that is agile yet robust, capable of anticipating market shifts, enhancing regulatory oversight, and driving innovation through sustainable business models and improved financial planning. On a personal level, Alessandro aims to cultivate a leadership style that places people at the centre, investing in their development and building autonomous teams. He believes that true success lies not only in financial results, but in leaving the organisation stronger than it was before. “In short, he said, “my project for the future is to transform today’s success into a stable, innovative, and long-term model, ensuring that what we are building now becomes the foundation for tomorrow’s achievements.” There is no universal formula to becoming a CFO – a fact that Alessandro places great emphasis on. Instead, he promotes the importance of building solid technical foundations – mastering accounting, having a deep understanding of taxation, and navigating management control with confidence. These are skills that require constant updating, which is why a CFO must be driven by relentless curiosity and a commitment to continuous learning and improvement. This role is one that demands complete focus and dedication, with no limits on time or energy when it comes to achieving a goal. It is a role that evolves everyday because today’s CFO, he believes, must go beyond technical rigour to embrace an increasingly strong strategic dimension. A CFO today is not only a custodian of numbers, but also someone who can read the industry, interpret its signals, and transform them into decisions that shape the future of their company. To those pursuing this path, Alessandro offered clear advice: “Study, study, and study. Never stop questioning yourself and striving to improve. And then, work, work, and work with genuine passion – because only by loving what you do will you stop seeing time and effort as a sacrifice and instead recognise them as a precious resource that enriches you and keeps moving you forward. Stay curious and never fully satisfied, because it is only with this mindset that you will keep improving and growing.” Contact: Alessandro Consoli Company: Finarte s.p.a. Web Address: www.finarte.it
Auctioneering CFO of the Year 2025 (Italy): Alessandro Consoli & Financial Leadership Excellence Award 2025
8 | Global CFO Excellence Awards 2025 Sports & Leisure CFO of the Year 2025 (USA): Linda Cozzi The Philadelphia Cricket Club (PCC) is a Top 50 Platinum Club of America, a Top 150 Platinum Club of the World, and an Iconic Distinguished Club of America. With two campuses, six dining venues, three clubhouses, plus banquet operations, PCC is one of the largest operations in both the mid-Atlantic and the Northeast. Contact: Linda Cozzi Company: Philadelphia Cricket Club Web Address: www.philacricket.com Founded in 1854, PCC is the oldest country club in America. Today, at the St Martins location, the Club provides facilities for tennis, squash, swimming, fitness, pickleball, paddle tennis, and padel. At Flourtown, in addition to golf, a private shooting preserve is maintained and comprehensive programmes in all sports is provided. Members range from multigenerational families whose lineage at the Club can be traced back to the 19th century to those who’ve recently located to the area and seek an environment to foster lifelong connections through athletic and social programming. Linda Cozzi is the CFO at PCC - responsible for strategy, operations, financial reporting, budget management, capital forecasting, treasury management, and engaging staff numbering 500. During her tenure, PCC has more than doubled its top-line revenue and planned, funded, and completed two transformational capital projects, while achieving record high employee satisfaction and retention. As a leader, Linda remains focused on innovation and creative thinking to help the Club remain relevant in a fast-changing society. With the support of member leadership, Linda approaches strategic financial planning and debt structuring through a lens of financial stewardship. Since its beginning, it has been the Club’s priority to position PCC to achieve these milestones and lay the foundation for future growth. In contrast to many clubs that rely on significant member assessments to fund capital projects or sustain operations, PCC fosters a financial model that embodies both prudence and foresight by keeping operations at break-even and raising capital dues over time to a point where the model is sustainable. This approach enables the Club to plan with confidence that regular “repair & replace” maintenance will never suffer. The Club can undertake transformative capital projects on a regular 5–7-year cycle without assessments, ensuring that members enjoy world-class facilities without unexpected financial burdens. Through this unparalleled stewardship, PCC not only secures its enduring financial strength but also reaffirms its commitment to innovation, growth, and excellence – positioning the Club as a leader in the industry and a cherished destination for generations to come. Linda has over 30 years of experience in strategic planning, operations, finance, and accounting – providing her with a wellrounded business perspective. She is a highly accomplished CFO and GM with a talent for clarifying financial decisions through compelling storytelling. She is frequently sought out for her creative approach to strategy, shaped by leading in diverse industries such as hospitality, sports, and travel. Linda’s career has included positions with Interstate Hotels Corporation, Carlson Wagonlit Travel, Sara Lee Coffee & Tea, and Cherokee Town & Country Club, prior to joining PCC. Linda has an exceptional track record of board service, actively contributing to the success of organisations through strategic oversight and financial acumen. She has been reporting to boards for over 15 years and has extensive corporate governance experience including preparation of by-laws, policies, and rule reviews and updates. Being born, raised, and educated in the south has also contributed to Linda’s leadership values of hospitality and connection. Her experience supporting relationships through finance has made her particularly soughtafter outside of the hospitality industry, where her experience provides a unique opportunity for businesses to better connect with their customers and employees. In an increasingly automated and impersonal world, Linda’s perspective brings the personal back to the forefront. Linda and her fellow leaders at PCC believe that happy employees yield happy members. Therefore, management is committed to making PCC an ideal place to work, implementing countless measures to improve the lives of employees, from pay increases, enhanced benefits and opportunities for advancement to transparent communication and handwritten thank you notes for a job well done. The Club has always been on the forefront of elevating standards in all areas of the private club industry. In this spirit, Linda and her colleagues on the Club’s Employee Executive Committee have raised the bar for employee experience, paying attention to the finest details through surveys and an open-door policy. Through this ongoing trust culture, employee satisfaction is the key factor in identifying the Club’s highest priority Employer Goals. This employeecentric approach manifests itself in a firstclass member experience and therefore an engaged, growing membership. For those seeking success in their own industries, Linda emphasises the importance of active listening and curiosity. “Seek to understand before being understood,” she advises. “By taking the time to listen and learn, you position yourself as a true business partner. This approach allows you to identify pain points and contribute to growth, rather than focusing solely on reporting or auditing.” She explains that the role of the CFO has evolved beyond simply presenting financial data. “Just reporting the numbers without understanding the business will not lead to success,” Linda notes. “Today’s most effective CFOs pair financial acumen with a deep grasp of the organisation’s operations, enabling them to drive strategy and support growth outcomes.”
Global CFO Excellence Awards 2025 | 9 How Senior Leaders Can Win Board Approval for Major CapEx Investments in 2025 n 2025’s uncertain economic climate, capital expenditure (CapEx) proposals face tighter scrutiny from directors. Inflationary pressures, higher financing costs and shifting supply chains have made large-scale investments more complex to justify. Yet, major purchases like manufacturing equipment, automation systems, and digital infrastructure remain essential to maintain competitiveness and resilience. For chief executives, the challenge lies in translating technical or operational needs into a use case that aligns with the company’s long-term vision and strategy. Success depends on presenting a clear strategic rationale, quantifying financial and strategic benefits and demonstrating disciplined execution. Establishing a Strategic Foundation A strong CapEx case starts with alignment to long-term goals. Boards want investments that drive growth, manage risk and build resilience. Major equipment purchases significantly impact capacity for years, and with 56% of chief financial officers reporting a need to overhaul capital allocation following the pandemic, tying CapEx to measurable, longterm outcomes is crucial. The proposal should plainly state the strategic imperative. For example, new assembly equipment might enable reshoring, energy savings or shorter lead times, all reinforcing corporate priorities rather than appearing as a stand-alone expense. Even small efficiency gains can deliver large returns. Just 20% of inventory accounts for nearly 80% of total product movement within most facilities. Targeted upgrades to machinery or automation that optimize these highvalue workflows can yield significant productivity gains. The cost of inaction must also be clear. Aging systems drive downtime, maintenance expenses and quality issues that erode margins. Quantifying these losses helps the board assess true opportunity cost. A five- to seven-year outlook accompanied by cash flow models demonstrates fiscal discipline. As data center power use doubled from 2,688 to 5,341 megawatts between 2022 and 2023, boards now expect investments that reduce energy consumption and enhance environmental, social, and governance performance. Quantifying ROI and Financial Metrics After defining the strategic case, the financial argument must be concise and evidence-based. Boards expect chief executive officers to show mastery of key performance indicators that prove value creation. A full total cost of ownership analysis should outline purchase, installation and operating costs to ensure realistic return on investment (ROI) projections. Translating operational gains such as higher yield or reduced waste into incremental cash flows demonstrates tangible impact. Sensitivity analysis adds credibility by testing best-, base-, and worstcase scenarios, showing preparedness for uncertainty. Although less measurable, intangible gains — including improved safety or sustainability — further strengthen the long-term business case. Crafting a Strategic Narrative Numbers alone rarely secure board approval. What distinguishes successful proposals is the ability to frame the investment as part of a strategic story that resonates with board priorities. Understanding those priorities is essential. Some boards emphasize cost discipline, while others focus on innovation or sustainability. Tailoring the presentation to these values shows empathy and preparation. A CEO might open with a direct statement of the business challenge, such as, “Within three years, our current equipment will limit output by 20%, jeopardizing service levels and market share.” From there, the CapEx proposal becomes the solution to a clear, high-stakes problem. In 2020, about two-thirds of planned projects could not be funded, underscoring the need for a strategic, well-prioritized capital request. The narrative should also demonstrate governance and accountability. Outlining performance milestones, review gates, and contingency plans reassures the board that management will monitor progress and act decisively if assumptions change, turning a capital request into a credible, managed initiative rather than a speculative gamble. Presenting With Precision Even the strongest business case can falter without a polished delivery. CEOs should begin with an executive summary that distills the ask, expected ROI and strategic alignment on a single page. Visuals like graphs of cash flows, break-even points or scenario outcomes help non-financial members quickly grasp complex data. Preparation is equally vital. Anticipating questions about financing options, integration risks or alternative uses of capital demonstrates command of the details. Bringing third-party validation like industry benchmarks or vendor assessments further strengthens the proposal. Above all, brevity and clarity signal confidence and respect for the board’s time. Building Confidence Through Clarity In 2025, securing approval for major CapEx investments demands more than a spreadsheet. Boards expect clear evidence that a proposal advances the company’s strategic objectives, delivers measurable returns and is backed by disciplined execution. CEOs who integrate rigorous financial modeling with a focused, well-structured narrative can inspire confidence and position their organizations for sustainable growth, even in an uncertain economy. I
10 | Global CFO Excellence Awards 2025 Intuition Isn’t Enough: What CEOs Need to Survive in the Current Climate The role of CEO is changing. It’s no longer enough to be bold, decisive, and driven by intuition. In today’s environment of relentless disruption and scrutiny, one wrong move can see you – and your business – come tumbling down. To survive as CEO, you need something more. And that something is data. Experience counts, of course it does. But intuition isn’t always perfect. Why intuition isn’t always enough You don’t have to look far into the annals of business history to find examples of leaders who led with their instinct and came to regret it. From Kodak to Nokia, they stuck to what they knew, ignoring the emerging data trends, and lost billions in market value – as well as relevance – as a result. The thing is, it’s not necessarily intuition to blame; it’s the willingness to ignore data. And when you do that, you open your business to a plethora of potential errors and costs, from capital misallocation and slower response to disruption (this latter was the case for Kodak, combined with overconfidence bias), to regulatory and compliance risks, and a loss of talent and culture. When you combine gutbased decisions and data, that’s when you get the formula right. With data, instinct becomes defensible strategies. Uncertainty can become opportunity. And hunches can become informed action. Because data isn’t just validation, it expands a CEO’s perspective, providing predictive models and forecasts, risk assessment and scenario planning pressuretest options, and a genuine breakdown of KPIs, dashboards, and metrics, enabling informed decision-making that can stand up to scrutiny. The question is, how do you get the right data? What tools do CEOs really need? It’s all very well saying that you need data to make intuition valuable, but business tech is constantly evolving, and keeping pace with that can be incredibly tough. Knowing which tools you need can simplify a CEO’s work considerably. CRM Systems Your Customer Relationship Management (CRM) system is basically the backbone of decision-making. There are various models you can use – Salesforce, Monday, Microsoft Dynamics – but whichever you opt for, its role is to consolidate customer data, track interactions across different functions, provide a clear view of pipeline health and client satisfaction, and deliver actionable insights about customer behaviour. By anticipating customer and business needs, it can identify growth opportunities quickly, supporting strategic decision-making. Reporting and analytics tools Raw data can be heavy work. Reporting and analytics tools transform raw data into digestible insights. With tools like Tableau and Power BI, you can monitor KPIs in real time and focus on the things that need attention. Helping you to see through the fog of complexity to clearly valuate operations and measure success. Predictive analytics and forecasting tools No one can see the future, but with tools such as Salesforce Einstein Analytics helping you to leverage historical and real-time data to forecast trends and market shifts, you’re as close as you’re ever going to be to soothsaying. They allow you to take a proactive approach to risk, resource allocation, and potential opportunities. Collaboration tool This isn’t so much about decision making as ensuring that when decisions are made they are shared and operationalised across the organisation. With tools like Slack or Salesforce Chatter you can ensure that your leadership team are always on the same page. And it’s not just the CEO who benefits – when rolled out across the business, collaboration tools have a role within all teams, ensuring open, traceable communication. A dashboard tool Tools are only useful if they are monitored, so to stay on top of your metrics, you need a dashboard that highlights the metrics that are relevant to you. Whether that’s financial indicators, audience engagement, or sustainability targets. Your KPIs are unique to your business, you don’t need me to spell them out to you. But you do need to monitor them in order to create a single source of truth for your business, which is where tools like Microsoft Power BI, Tableau, and Google Looker Studio come in, integrating all of the different moving parts of your business. Intuition is a powerful thing, driven by years of experience. It’s how many CEOs rose to their current position, bringing the gut and gusto they needed to power through. But in today’s business environment, where transparency is everything and everyone is accountable, data also has to play a part. Because while nobody is saying that there’s no longer a need for intuition, data not only validates decisions but accelerates them, allowing CEOs to check the cogency of their hunches, to adjust their plans according to the facts, and to expose their decisions to scrutiny with confidence, certain that they are always acting in the best interests of their company. By Satish Thiagarajan, founder and CEO of Digital Transformation Consultancy, Brysa
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