Dear CFO, Healthcare is changing and changing fast. It’s not just CEOs who carry the growth of the business on their shoulders. CFOs like you and me feel the pressure like never before to build healthcare businesses that are both profitable and impactful for the patients inside them. Margins are slim, stakes are high, and our confidence as finance leaders is lower than ever. In an age and industry where every dollar counts, there can be no wrong steps taken. As CFOs, we know that a lot has to change. Digitalization is one thing, but what about us as people? How can we change our business if we can’t change how we see, feel, and lead our health systems? The long, lonely days and constant feeling of isolation aren’t helping. How will you scale your internal mountains to help your business conquer the larger mountain of digitalization? Who will meet you halfway, stretch out an experienced arm, and guide you to the top? It’s not just the P&L on the line, but patients’ well-being. As CFOs, we're in this constant tug-of-war with the old way of doing things. It's like we're up against this giant mountain of 'how it's always been done' — outdated systems, teams that never talk to each other, and a company culture that's so scared of taking a wrong step that it hardly moves at all. I've been there, right in the thick of it, fighting the good fight against these ancient practices that just don't want to budge. And let me tell you, it can feel pretty lonely. It's like you're on an island trying to figure out how to make the numbers work in a way that doesn't just keep the lights on but sparks some real change. What’s the biggest thing we’re up against? Fear. It's what keeps these old patterns in place. Fear of change, fear of failure, fear of stepping out of line — it's all there, hanging over our heads. But here's the kicker: That fear can either paralyze us or we can face it head-on. My name is Herman, and when it comes to running from fear or facing it, I choose the latter. I believe when we push past fear we start to make our mark. That's when we move from being just another part of the machine to being the ones who rewrite the rules, transform the organization, and impact lives in the process. As a CFO in the healthcare industry for over 20 years, I know how it feels to be responsible for transformation, yet feel completely unprepared to go through it. As the CFO of Phillips, I was in charge of a lot. Transforming into a healthcare business leader wasn’t easy. From a financial perspective, we had multiple mountains to climb, and on the way up I realized I had my own mountains to conquer as well. I began my journey not merely as a custodian of numbers but as an architect of growth, nurturing a vision to inspire change across a hundred markets. It was here, amidst the sands and skyscrapers of Dubai, where my strategies fueled a billion-dollar revenue stream and my drive for innovation was recognized as a beacon of progress. None of this was easy, and it’s taken me decades to master not only the arts of digitalization and business transformation, but also the adventure and courage it takes to climb our own mountains as finance leaders, spouses, and parents. It’s all connected. As I ventured into the vibrant tapestry of Latin America and Mexico, I found myself at the helm of an enterprise, guiding 7,000 humans and 16 locations. I knew it wasn't just going to be about managing a 2.5 billion USD turnover — it was going to require leading a cultural and operational renaissance to hit our goals. These mountains were big, and if I’m being honest I was just as scared as we all are in this world of finance that never stops changing or moving. I knew the changes our business needed to make were going to require me to change as well. So how did I not only figure out how to climb through my fears but also successfully execute a $350 million business transformation that would redefine our industry's landscape? I’m going to show you. The Fearless CFO is an invitation to any and all finance leaders in healthcare to come, learn, grow, and face the challenges we all feel together. I’ll share insights, wisdom, experiences, and field guides for managing all of it. But more than that, I will climb with you. If there’s one thing I’ve learned when facing a mountain both in life and as a CFO, it’s this: You can try to climb it alone, but you’ll have more fun climbing with someone else. The best part about climbing together is that you not only enjoy the adventure along the way — you get to the top faster. Fearless CFOs never climb alone. Fearless CFOs listen. Fearless CFOs embrace their mistakes. Fearless CFOs reach out and help each other on the way up. Fearless CFOs make decisions out of courage. Fearless CFOs master the numbers so they can impact patients. Fearless CFOs embrace the visionary side of their skills. Fearless CFOs look at the mountains before them and their health systems and smile because they know it’s only a matter of time before they reach the top. Will you join me on the adventure that transformation is meant to be? If you’re ready to embrace the changes needed to thrive as a leader and build a health system that impacts patient lives, I know exactly where you need to start. The days of the mere number-crunching CFO are over. healthcare organizations must innovate if they want to retain patients, and in 2024 that all starts not just with revenue but with you. The good news is that you can do this — I know you can. You can stand at the top of the mountain and point out the way for the rest of your team, for your bottom line, and for your patients relying on your care. The Fearless CFO isn’t just a human calculator, they are an innovator. They are a lifesaver. They are a source of both business and personal transformation. Healthcare needs fearless finance leaders, and I know you’re one of them. Before I end, I must ask you a question that I’ve asked myself for the last several decades as a finance leader: What will it cost your healthcare organization to stay the same? Better yet, what will it cost you as the person at the helm of your organization’s revenue efforts? What about the lives of the patients whose heartbeats are banking on the operational efficiency and financial management of your buildings? What about the moms, dads, brothers, sisters, sons, and daughters who need your hospital more than anything right now? Going backwards doesn’t just mean a red line on a P&L statement, it means less resources, less peace of mind, and less help available for the humans in your cities who need it most. Staying the same can be comfortable. It can feel safe. After all, change is scary. But what about everything that’s on the line for your business and the patients you serve? Sacrificing those things is way scarier. Let’s climb together. Your friend, -HH