About this episode
After Chip Zint jumped two levels in NCR Corp.’s retail division finance hierarchy, he couldn’t help but savor the moment while reflecting on the fact that his career years thus far—including nights and weekends studying for an MBA—had all been put to good use. Still, while altitude matters when it comes to career leaps, where you land in an organization—and when—sometimes matters more. In Zint’s case, his arrival as sales finance head for NCR’s retail division coincided with the completion of one of the largest acquisitions ever undertaken by that group. “The moment I raised my hand, I was jumping into the fire,” recalls Zint, who reports that NCR faced multiple challenges when it came to assimilating the newly acquired business, not least of which were the newly merged organization’s revenue expectations. Says Zint: “It was about grinding it out every single day and going to bed at 2:00 a.m., only to wake up and be 50 emails behind.” As the problematic transaction took its toll on the division’s finance leadership, Zint says, one day he found himself working alongside NCR’s CFO, who had temporarily stepped in to serve as CFO of the company’s retail division. Then came a directive for Zint to run the next “order cadence” call, a weekly conference call of NCR’s top leaders that was regularly attended by the CEO. The call was designed to have leaders from across the company update top management about the closing of orders from the week prior and the week pending. As it turned out, on this particular week, the CEO was determined to get to the bottom of what was troubling retail. “I sat there for over an hour answering his questions with regard to what was going wrong with certain accounts and what was being done to offset some of the negative developments,” comments Zint, who notes that years later the same CEO would recall the exchange and how he had made Zint “deliver the bad news and stand behind it.” Having successfully helped the retail team to navigate the ups and downs of the merger’s integration challenges, Zint began seeking finance roles that would complement his FP&A experience, such as stints with the treasury and investor relations functions. Ultimately, Zint’s 13-year career at NCR would include a turn as head of corporate FP&A for the company as well as a career chapter as a divisional CFO. Not unlike many senior executives, Zint tells us, he found that the arrival of the pandemic led him to begin reevaluating his professional aspirations. “I was looking for a smaller public company where I could come in as #2 to the CFO and have a successor opportunity—but not entitlement,” remarks Zint, who adds that he first used an executive recruiter to help him to map out such a position in painstaking detail. Zint remembers the recruiter’s exact words: “He said, ‘Chip, do not answer the phone unless it’s someone bringing a role to you exactly like the one you seek.’” –Jack Sweeney