Why People-First Culture Drives Better Financial Decisions

Culture Is a Financial Strategy, Not a Soft Idea

When most people think about a CFO’s journey, they picture balance sheets, forecasts, and board meetings. But in our conversation with Bryan Jones, CFO at Intradiem, one theme stood out far more than financial modeling:

Choosing Culture Before the Title

Before joining Intradiem, Bryan went through a six-month transition period that forced him to get clear on what mattered most in his next role. After years in large public companies, he intentionally defined his criteria.

At the top of that list was culture.

He had experienced both strong and weak organizational cultures. He had seen how culture could energize performance — and how its absence could quietly erode it. So when he found a company that openly emphasized a “people-first” and “servant’s heart” mindset, it wasn’t just attractive. It was strategic.

What he didn’t expect was that the culture would exceed his expectations.

When Culture Shapes the Budget

It’s easy to claim you are people-first. It’s harder to prove it when numbers get tight.

Bryan shared a defining moment during a challenging budget cycle. Leadership had built a financially sound plan — disciplined, conservative, shareholder-aligned. But when they stepped back, a question surfaced:

Is this a people-first budget — or a shareholder-first budget?

That single reframing changed the conversation. The team rebuilt the budget through a different lens before presenting it to the board.

The same philosophy appeared during COVID. As uncertainty hit, the finance team reworked projections over a single weekend. The CEO established one clear rule: no layoffs.

Raises and retirement contributions were paused. Senior leadership took pay cuts. But jobs were protected.

That decision wasn’t purely financial. It was cultural. And the response from employees — gratitude, loyalty, commitment — reinforced that culture compounds over time.

The belief driving it all was simple:

The Modern CFO Is a Strategic Partner

Bryan didn’t stay confined to FP&A. Over time, his responsibilities expanded to include investor relations, legal, technology, and strategic pricing.

One pivotal turning point came when he joined an investor presentation call and offered insight on how to frame the company’s story. A board member noticed his experience in investor relations, and from that point forward, he became deeply involved in shaping the company’s external narrative.

Investor calls, he explains, are not just financial updates. They are storytelling platforms. They are moments where numbers meet narrative.

Through that exposure, the CEO began seeing him not just as “the FP&A leader,” but as a strategic thinker. That broader visibility eventually positioned him for the CFO role.

The takeaway for aspiring finance leaders is clear: technical excellence is expected. Strategic perspective is what elevates you.

The Power of Layered Questions

One of the most consistent threads in the conversation was Bryan’s habit of asking what he calls “layered questions.”

Early in his career, he analyzed a business unit that did not meet return thresholds. Financially, the answer was obvious — divest. But he asked a deeper question:

In another situation at a different company, the same question produced a different answer — and that business was sold.

The model didn’t change. The additional question did.

This approach traces back to a critical thinking course that reshaped how he works.

Often, the most basic question exposes the most important blind spot.

Non-Linear Paths Create Better Leaders

Bryan’s career was not carefully engineered. Some roles were assigned to him rather than chosen. At one point, he ran sales compensation and assumed he would never use that experience again.

Today, he relies on it regularly.

Mentorship and Long-Term Impact

Early in his career, a mentor pushed him to finish his MBA when he was close to quitting. That nudge altered his trajectory. It wasn’t about the credential alone. It was about discipline, follow-through, and preparation for future opportunity.

Leadership, as he describes it, is shaped as much by who challenges you as by what you accomplish.

This conversation wasn’t really about accounting frameworks or Excel models.

It was about alignment.

Organizations move differently.

The strongest executive teams do not treat culture, finance, and strategy as separate conversations. They understand that each one informs the other.

And as this episode makes clear, sometimes the most important leadership move is not providing the answer — but asking the question that changes it.