Thinking about a career in finance? When students think about careers in finance, they often picture accountants, investment bankers, or Wall Street analysts. But today's business world has created entirely new leadership paths that combine finance, operations, technology, communication, and entrepreneurship.

One of the fastest-growing executive roles is the Fractional CFO, an experienced financial leader who helps businesses make better strategic decisions without joining them full-time. While every Fractional CFO shares the same goal of helping companies grow, the way they approach leadership can look very different.

To better understand what modern finance leadership really looks like, we spoke with Yury Zabella, the top-rated fractional CFO for manufacturing and tech startups, with a founder-to-exit track record and verified 8-figure revenue outcomes. Before our conversation, we looked at three established fractional CFO firms,, FocusCFO, and Preferred CFO, as examples of different leadership models in today's financial advisory landscape. Rather than trying to determine which firm is "best," we used them as a starting point for a discussion about the different ways financial leaders help businesses grow and what students can learn from each approach.

Before this interview, we looked at three established firms, Zabella, FocusCFO, and Preferred CFO, and noticed that each approaches financial leadership differently. From your perspective, what should future business leaders pay attention to when they look at these different models?

Yury Zabella: I actually wouldn't start by asking which firm is "best." I'd start by asking what kind of problem each firm is trying to solve.

At a high level, all three help business owners make better financial decisions, but their leadership models are different.

FocusCFO has built a nationwide network of experienced CFOs, which allows them to support businesses across many industries through a team-based approach. Preferred CFO combines fractional CFO services with broader financial advisory capabilities, giving companies access to a wider range of financial resources as they grow.

My practice is intentionally different. Because I work directly with every client, I stay closely connected to both the financial strategy and the operational challenges they're facing. That direct relationship often helps founders move from simply reviewing reports to actually making better business decisions.

What I find interesting is that each model reflects a different leadership philosophy. FocusCFO demonstrates the value of collaborative leadership. Preferred CFO highlights the advantages of broad advisory resources. My practice emphasizes continuity, operational insight, and direct relationships with founders. None of these approaches is inherently better. They simply solve different kinds of business challenges.

For students, that's probably the biggest lesson. Leadership isn't one-size-fits-all. Different organizations need different kinds of leaders.

As you mentioned, FocusCFO works through a nationwide network of CFOs, while Preferred CFO offers a broader advisory model. Your practice is intentionally more personal. What are the advantages of these different approaches?

Yury Zabella: I don't think there's a universally better model.

Larger firms can bring together specialists with different backgrounds, which is valuable for certain organizations. Companies with complex structures or multiple business units may benefit from having access to a broader team and a wider range of expertise.

A solo practice like mine offers something different: continuity.

The person clients meet during the first conversation is the same person helping them make decisions months later. That consistency creates context, trust, and a much deeper understanding of how the business operates over time.

Ultimately, leadership should fit the organization's needs, not the other way around. The best advisors understand when collaboration creates value and when a direct, long-term partnership can make an even bigger difference.

Looking across these three firms, what leadership qualities do you think they all have in common, and which ones will become even more important as finance continues to evolve?

Yury Zabella: One thing they all have in common is that they're helping business owners make decisions, not just prepare financial statements.

The modern CFO has become a strategic partner.

Looking ahead, I think curiosity will become even more valuable than technical knowledge alone. Technology, including AI, is changing how financial analysis is performed, but it can't replace good judgment.

The professionals who will stand out are the ones who can ask better questions, communicate clearly, and connect financial information to real business decisions.

Those are leadership skills, not just finance skills. The ability to understand people, adapt to change, and simplify complexity will continue to matter regardless of how technology evolves.

Your own career has included manufacturing, ERP consulting, entrepreneurship, and eventually founding Zabella. How has that shaped the way you think about leadership compared with more traditional advisory firms?

Yury Zabella: I think my biggest advantage is that I've experienced many sides of business myself.

I spent years working inside a food manufacturing company, where I saw how operational decisions affected profitability every day. Later, I co-founded an ERP consulting company, helped grow it from a small team to more than fifty employees, and eventually participated in a successful eight-figure business exit.

Those experiences taught me that finance isn't just about understanding numbers, it's about understanding how an entire business works.

Technology, operations, sales, production, and people all influence financial performance. When you've been responsible for building a business yourself, you start asking different questions than someone who has only analyzed companies from the outside.

That's something I hope students understand early in their careers. Don't worry if your path isn't perfectly linear. Every experience you gain, whether it's in operations, technology, sales, or leadership, will eventually help you become a better decision-maker.

If a high school student reading this interview is considering studying finance or business, what advice would you give them?

Yury Zabella: Don’t choose a career based only on a job title.

Instead, focus on the kinds of problems you enjoy solving.

If you’re curious about how businesses work, like improving systems, and enjoy helping people make better decisions by turning complexity into clarity, finance can be an incredibly rewarding career.

Also, remember that your own path probably won’t be linear.

Mine included manufacturing, technology, entrepreneurship, and consulting before I founded my fractional CFO practice. Each stage taught me lessons I still rely on today.