When IPO enters serious conversation, it changes everything for a CFO. An IPO isn’t a final-stage project—it’s a standard of maturity built over years. Companies struggle when they treat it as a future task, not ongoing discipline.

Public services are often costly not due to lack of funds, but because financial leadership at the execution level is weak. Gaps in strategic finance, cost analysis, and modeling quietly drive inefficiency and higher costs.

Most budgets fail not at approval, but in execution. Weeks of work go into them, assumptions are debated, numbers revised—but once approved, they often stop guiding real decisions and quietly lose relevance.