Executive Vice President & Chief Financial Officer, Verra Mobility
Search every verified Craig Conti interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Craig Conti, Executive Vice President and Chief Financial Officer at Verra Mobility, has shared advice on career decisions and discussed his approach to leadership and financial management. In a 2025 appearance, Conti stated that when considering a new role, candidates should "overindex on culture" as the most important factor, arguing that working at a place with shared values makes it "really hard for you to have a bad experience." He added that "the job will solve itself if the culture is there and a part of that culture shows up to you as trust." In earlier 2023 interviews, Conti recounted a difficult experience from his time at GE Capital, where he discovered a "material issue on the balance sheet" that attracted attention from headquarters and the SEC. He described choosing to "raise the issue, be a very unpopular person, and push it through," calling it a "defining moment" that taught him to "put the numbers aside sometimes" and follow his moral judgment. Conti also outlined his philosophy for FP&A teams, saying he wants them to "educate the operational and commercial leaders of the business what a return on capital actually looks like" and to explain why certain investments are better for the company and its customers, rather than acting as a "wizard behind the curtain" making decisions alone.
“When you're looking at the new role, the first things people think about are location, salary, what it does for my career — but if you overindex on culture, that's always going to be your best pitch.”
“If you work at a place that has the same values that you do, then it's going to be really hard for you to have a bad experience if you're surrounded with people that have the same values.”
“You can sniff that out.”
“The job will solve itself if the culture is there and a part of that culture shows up to you as trust.”
“What I want the FP&A team to do is to be able to educate the operational and commercial leaders of the business what a return on capital actually looks like, what it means if you sell something and cannibalize something else. I want that common language to go across the business and why that's so important as the busin...”
“Sometimes even though we generate quite a bit of cash, of course we're going to have to say no. And what I found is it's not good to be the wizard behind the curtain saying yes or no as things come; you need to explain to people why these 10 things are a better return for the company and are better for our customers in...”
“I realized that we had a pretty material issue on the balance sheet, very material issue and large enough to have attention from headquarters and the SEC at one point. That was a really tough time, and I made the choice that I was gonna raise the issue, be a very unpopular person, and push it through.”
“You need to put the numbers aside sometimes, put the career aside and you need to go in and say, morally what should I be doing here? What does my gut tell me is the right thing? And once you've had that conversation with yourself you need to stay the course.”
“The defining moment for me was how I was going to make really hard, impactful decisions going forward when the answer is not super clear.”
“As I've set up control infrastructures after seeing that experience, it's really good to say this is what can happen over time if you don't do this upfront right.”
“On my team, the culture that I'm going to drive is always going to reward the person who would stand up when it's difficult, with the right perspective, but stand up when it's difficult.”
“If we fail to invest in these controllership type infrastructures over time, this is what can happen and it's not fun.”
“the central message of our investor day was that organic free cash flow is our strongest value creation lever. coupling this with our capital allocation priorities the company has multiple paths to double free cash flow per share by 2026.”
“if the current trends continue in the third quarter we will likely revisit our guidance again assuming the rest of the business performs consistently with our plan albeit incorporating the historical leveling off of rack tolling we typically experience in the fourth quarter.”
Chasing titles or company names? Think again. Craig Conti, CFO of Verra Mobility, shares why culture should be your #1 priority ...
CFO Craig Conti of Verra Mobility explains how FP&A professionals educate others across the company to achieve better ...
When CFO Craig Conti looked back he knew the exact experience he had to share with us. It was the one regarding "the tough ...
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