How did Vesa Aaltonen become an interim finance professional? Aaltonen shares insights about his fascinating career and explains why he has not yet applied for a ‘normal job’. He also discusses the versatility of the interim CFO role and the various positions under this title.
20 Years of Experience, Two Employers
Vesa Aaltonen began his career in finance at an early stage and now counts 20 years of experience in the field. He studied at Turku School of Economics, specializing in accounting and finance. Alongside his studies, Aaltonen worked as an intern at the Department of Accounting, and the researcher profession was also an option for him.
"I haven't made any deliberate career advancements, but I knew that finance interested me. While working at the business school, a finance professor strongly encouraged me to stay on as a researcher at the university. I remember it well when I told him I was going to work for PwC. Let’s just say he didn’t hide his disappointment very much. Nonetheless, I decided to leave the academic world to dive deeper into finance," Aaltonen shares.
At PwC, Vesa started as an ‘apprentice’ in the Turku office, where he spent a few months before finding an exciting finance-focused team in Helsinki, Treasury Assurance, which specialized in auditing corporate financial operations. Aaltonen spent two out of his six years at PwC on an international assignment in Brussels, gaining exposure to larger, multinational companies and acquiring a new perspective on consulting work.
“It was interesting to step into a much more international environment, where I met the best experts in Europe. This added a lot to my own work. I went abroad with a focus on expertise, not for the beaches,” he explains, sharing his desire to move to Europe.
“I felt that Finland is a small place! Everything in Brussels was bigger. The assignments were larger, the clients were bigger, and the invoices were considerably larger. The level of expertise was also higher, and I noticed a difference in that Finland is not used to using consulting services at the same scale,” Aaltonen continues.
With changes in regulations in the auditing industry, Aaltonen's role began to shift in a direction that was less appealing to him. “It felt like I was spending too much time on administrative tasks. I craved a change.”
Greenstep was a tiny startup in 2011, and Aaltonen knew Juho Pietilänaho, then the head of Greenstep's CFO team. At Greenstep’s Christmas party, he met founder Tore Teir for the first time and was convinced by his ideas and business philosophy. However, it wasn’t a decision made overnight.
“I thought for a long time about whether I dared to take the plunge. But happily, these 13 years have gone by, and I am satisfied with my decision.”
The Journey to Interim CFO
Aaltonen’s extensive background in large corporations opened doors for him as a finance expert in interim assignments at Greenstep.
"I was among the first to implement interim assignments at Greenstep. Within this framework, I've been able to engage in a lot at a concrete level. We often become part of the client's team and work, among other places, in their offices. This way, we can integrate more easily into their culture and discussions," he shares.
The interim assignments at Greenstep were vastly different from his previous consulting roles.
"We went to perform operational tasks at the client's office, essentially as their new employee. It has been rewarding to see the tangible results of my work at a daily level. Yes, it’s motivating. I have truly enjoyed this," Aaltonen describes.
“The working method is the main reason why I haven’t sought out a ‘normal job’ or a permanent role even to this day. Through interim engagements, I get to see many more companies than I would otherwise.”
Diversity of Responsibilities
The role of an interim CFO is multifaceted and demanding. Vesa Aaltonen has worked in positions where he needed to quickly grasp the company’s financial status and develop strategies for improvement. This requires the ability to analyze large volumes of data and make decisions that support the company's long-term goals.
Aaltonen has also served under various titles such as Senior Controller, Finance Director/VP Finance, Team Lead for Finance Systems, Development Manager for Finance, Consultant, Project Manager, and Treasury Manager. He notes that no two days are alike; however, his responsibilities typically combine the following elements:
- Reporting, Analysis, Forecasting
- Executive Team Collaboration, Team Leadership
- Problem-Solving, Ideation, Planning
- Communication, Organizing and Leading Meetings
- Understanding Complexities and Identifying Root Causes
The role often involves a comprehensive overhaul and optimization of financial processes. It is crucial to identify areas for development and implement changes that improve the company's financial performance. This demands not only technical expertise but also strong leadership skills.
Aaltonen has been involved in many development-oriented projects, but his team also provides parental leave cover and assists companies in navigating difficult financial situations or transitions. He sees the interim professional as a support for business management based on factual analysis and numbers while creating clarity and managing risks. The interim expert also challenges consensus and offers external insights.
Change Management
Change management is a significant aspect of an interim CFO's responsibilities. Aaltonen has participated in several change projects where he had to navigate complex situations and ensure that changes are implemented efficiently and effectively. He is often involved in the recruitment process when looking for a permanent hire.
"Sometimes it’s harder to find a replacement, and the company decides to continue the interim expert's assignment. Once a permanent person is found, the assignment may continue in the form of a development project or another role. It's worth noting that the added value of an interim expert is often at its peak in the first few months after they become familiar with the company’s culture, people, processes, and business."
Published 07.05.2025