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Craig Conti
Executive Vice President & Chief Financial Officer, VERRA MOBILITY CORP

Craig Conti, CFO, Verra Mobility

🎥 Apr 27, 2023 📺 CFO THOUGHT LEADER ⏱ 1m 👁 21 views
CFO Craig Conti of Verra Mobility explains how FP&A professionals educate others across the company to achieve better ...
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About Craig Conti

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.

Source: AI-verified profile updated from Craig Conti's recent appearances. Browse all interviews →

Transcript (1 segments)
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Craig Conti0:00
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 business continues to scale. I want that to be a common vernacular that everyone in the company understands. Sometimes, even though we generate quite a bit of cash, of course we're going to have to say no. 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 their long-term health than these 10 things, and here are the metrics that help you understand that that's the case.