Transforming Finance with Vision and Impact

JESSE REED

Chief Financial Officer

Vector Power

The modern financial landscape demands more than just number-crunching—it calls for visionaries who can navigate complexity, drive innovation, and create value beyond the balance sheet. With 68% of CFOs naming adaptability as their top priority for 2024, it’s clear that the ability to navigate uncertainty while delivering measurable impact is the hallmark of modern financial leadership. At the forefront of this transformation is Jesse Reed, the Chief Financial Officer of Vector Power. Stepping into the role in October 2024, Jesse brought with him a proven track record of not just managing financial health but reshaping it for growth. At Community Brands, he led efforts that increased forecast accuracy and improved processes and analytical data consumption, reducing quarterly forecast and budget timelines by 2-3 weeks, while his tenure at Shermco Industries encompassed the build-out of the entire financial planning and analysis process for the organization. His approach is rooted in a simple yet profound philosophy: trust and empowerment. He fosters a culture where transparency and collaboration drive results, whether it’s through elevating team morale with small operational changes or creating robust systems to track profitability. In a candid interview with TradeFLock, he shared how his journey, shaped by a blend of precision and innovation, continues to redefine the role of finance in shaping business success.

What’s shaped your leadership style the most over time?

I see leadership as building bridges, not walls. My approach is simple: trust your people, empower them, and don’t micromanage.

TRUST AND COMMUNICATION ARE THE PILLARS THAT HOLD EVERYTHING ELSE UP.

At Vector Power, we focus on our employees first— they drive customer loyalty, and together, we fuel growth. Leadership, to me, means being ready to jump in when needed, but more importantly, creating a culture where the team thrives on their own. It’s not about being in charge; it’s about having everyone’s back.

How do you stay sharp when financial plans go sideways?

Uncertainty is a part of every leader’s journey, and how we respond shapes what comes next. During COVID-19 in March 2020, we faced one of the most challenging pivots, shifting from high growth to maintenance mode as global stoppages disrupted everything. My financial decisions during such crises are guided by three principles: stability, necessity, and creativity.

Stability comes first— transparent communication is key to easing uncertainty for employees.

Necessity helps us focus on critical objectives, allowing for the reduction of discretionary objectives and spending. Creativity allows us to think outside the box, leading to solutions that often become cornerstones of our organization. That balance not only helped us navigate the moment but laid the foundation for growth beyond the crisis.

What’s your biggest financial dream, and how do you plan to make it real?

The biggest financial goal I’ve set for myself is creating software from scratch to solve customer challenges unique to our industry. Achieving a goal of this scale requires breaking it down into actionable steps over a timeline and ensuring constant communication across the organization to keep everyone aligned. The process involves continuously refining tasks to the lowest level of detail. “Preparation is one of the most intensive parts—when every workflow is planned upfront, execution becomes as simple as following the map.” With thorough planning and alignment, even the most ambitious goals can become reality.

What’s the boldest financial move you’ve made, and why did it work?

It’s surprising how a small decision can ripple through an organization. One of the most unexpected strategies I implemented was upgrading the lighting in a motor shop. Initially, it was a safety investment to improve visibility for crew members working around heavy machinery. But the results went far beyond safety: morale soared, productivity increased, and profits grew significantly for that business unit. What stood out to me was that “a small change can create a big shift in energy and focus.” The boost in morale didn’t just uplift the employees—it inspired leadership to lean into strategic initiatives with renewed enthusiasm. This taught me that investing in people’s environment often delivers results well beyond the original goal.

How do you get everyone to care about the numbers?

Creating a culture of financial literacy requires transparency and hands-on involvement. I’ve implemented monthly closing calls at the cost center level, where managers and employees review profit and loss statements with financial analysts. These sessions provide clarity on variances, from revenue to EBITDA, showing the direct dollar impact of decisions. Additionally, quarterly or bi-annual town halls where I share high-level financials—covering debt, cash, and capital—foster trust through transparency and ensure everyone feels connected to the company’s financial health.