811: Satisfying a Cultural Itch With Smart Growth | Jason Keen, CFO, Mills & Nebraska

Among the career milestones that CFOs prefer to highlight for us during our discussions, there’s little question that examples of driving business growth are an ongoing favorite. However, for Jason Keen, who built his finance career inside midsize construction firms, management’s growth goals have always needed to be mindful of a company’s organizational culture. Inside the construction realm, where multigenerational, family-owned businesses survive and thrive, growth goals are often tempered by enduring organizational cultures that are apt to cast a cautious eye upon those who choose to champion change. As just such a champion, Jason Keen has had few milestones for driving growth that have resembled the double-digit feats commonly recounted to us by CFOs from other sectors. Instead, Keen tells us of the unique challenges that finance leaders sometimes face within multigenerational firms. “Part of what I do is to get a foundation in place—which is what I have done three times now—and then structure the company to be ready for growth,” he reports. “This means putting the right type of team in place and preparing them for this smart growth so that both the top line and the bottom line grow together.” It’s an approach that most recently led Keen to step into the CFO office at Mills & Nebraska, a family-owned business specializing in the manufacture and installation of doors. Says Keen: “We want to be ready for growth in a smart way.” –Jack Sweeney