STOIX
A branded B2B podcast series putting STOIX at the centre of the conversation on what it really takes to be a CFO - honest, on-record chats with the people who have actually done it.
The Podcast Strategy
A concise overview of the podcast concept, its main goal, and how LRB created a scalable content system for each episode.
The Show Idea
For the next generation of CFOs, the seat is mostly a mystery – until you sit in it. Chat CFO opens it up, with honest conversations from the operators who have done the job, positioning STOIX at the centre of the conversation on CFO leadership.
Primary Goal
Four recording sessions. A whole lot more than one piece of content. Every episode is pulled apart and rebuilt into clips, social posts and thought leadership assets through a structured B2B podcast production strategy, turning a single recording day into a full content ecosystem across LinkedIn, YouTube, Spotify and beyond. The podcast doesn’t just build an audience. It builds a pipeline.
LRB Role
LRB handled the end-to-end B2B podcast production, from strategy and recording through to editing, distribution and repurposing, ensuring every episode was planned to perform and broken down into high-impact content across platforms, keeping STOIX visible and credible in front of exactly the right people.
From One Episode to Multiple Content Assets
Each podcast recording is strategically broken down into short-form content designed for distribution, reach, and long-term value.
Episode 01
What Makes a Great PE-Backed CFO? 2 Veterans Answer
Alex and Carrie on the CFO role in 2026 – capital allocation, program leadership and the M&A plumbing nobody wants to talk about.
What Makes a Great PE-Backed CFO? 2 Veterans Answer
Alex and Carrie on the CFO role in 2026 – capital allocation, program leadership and the M&A plumbing nobody wants to talk about.
3 short clips
00:17:30:00 – 00:17:57:00
Alex Gersh
In every relationship — with the CFO, with the CEO, with your private equity owners, with your board, with your spouse — it’s trust. You want to be effective, you have to build trust. How do you build trust? It’s really simple. You say what you’re going to do, and then you do it. That’s it.
00:47:00:00 – 00:47:25:00
Alex Gersh
PE guys like to buy-and-build. To a hammer, everything looks like a nail. If you want to drive significant growth, you have to think about plumbing. If you think about plumbing after you’ve made six acquisitions and you’re sitting going, well, there we go, let’s do it — it’s going to be much more expensive. Much more disruptive.
00:47:25:00 – 00:47:55:00
Alex Gersh
The businesses that do it the most intelligent way get the first one and integrate, build the platform to which you can then integrate additional acquisitions. You will get a much, much better result. It will be much cheaper. When you do these kinds of acquisitions and you don’t integrate them, you don’t have the data, you can’t make decisions. I’ve got five platforms — they all give me data on a different day of the week. I need to wait three months before I get it all. How do you make a decision?
00:48:00:00 – 00:48:20:00
Carrie Hutchinson
It’s probably the single biggest failing in M&A — not planning the integration well enough. Often it’s not driven by the management team themselves. It’s driven by your house that’s brought in an acquisition and put it together. The CFO has to be the one thinking about it, because if the CFO isn’t taking that role, that’s where the real problems lie. Somebody has to stand in front of the bulldozer.
**Full transcript provided to all clients**
Episode 02
What Private Equity Actually Expects From Its CFO
Victoria Bell on private equity CFO leadership, finance transformation and the unglamorous mechanics behind every successful exit.
What Private Equity Actually Expects From Its CFO
Victoria Bell on private equity CFO leadership, finance transformation and the unglamorous mechanics behind every successful exit.
3 short clips
00:01:52:23 – 00:02:18:21
Victoria Bell
Everybody talks about the pace, and some people underestimate that. But the biggest thing people don’t quite grasp is what I call boardroom to basics. You need to be able to be very blue sky in the boardroom — talking big picture, talking strategy — and literally hours, if not minutes later, sitting with the Treasury analyst fixing the error in a spreadsheet. The ability to shift fast between those different perspectives is actually one of the biggest challenges.
00:04:35:24 – 00:05:15:05
Victoria Bell
There’s the attraction. I want to be a private equity CFO because people think I can go in there, and in three to five years I’m going to make masses of money. That is not a given. For everyone that makes a lot of money, there are ones that don’t really make very much. Yes, you get your salary and your bonuses, but you can’t guarantee the big equity ticket. So when you take the pressure and the challenges on top, it’s not always the golden ticket people think it is.
00:14:13:23 – 00:14:50:00
Victoria Bell
In my experience, the biggest challenge is data. Some of that is the nature of the assets PE go for — you’ll find an underinvested finance function. One of the funds I worked with had a really great strategy. In the first six months, we will work on the data because we know from our experience, if we leave it to the end, it’s too late. That was great. A lot of work, a lot of investment, but they were clear up front.
**Full transcript provided to all clients**
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