The Intersection of Global Finance, Commercial Strategy, and Sustainable Business Growth - In conversation with Joan Lu
Integrating diverse areas of expertise is essential for developing a finance strategy that not only addresses immediate challenges but also ensures long-term success. Joan Lu, a leader with a proven track record at the intersection of global operations, financial strategy, and business transformation, shares her approach to achieving this balance, combining her CPA foundation with a multifaceted leadership perspective across industries, cultures, and markets.
Joan, you have extensive experience in global operations, commercial and risk management, branding, fundraising, M&A, and financial turnarounds. How do you integrate these diverse areas of expertise to create a holistic finance strategy that not only solves immediate challenges but also drives long-term business success?
“To build a sustainable finance strategy, it’s essential to first understand the overarching goals of the company. For example, when I worked with General Motors (GM), the task was to lift up the global finance team, particularly a team that had great raw talent but needed to align more effectively with the legacy U.S. team. In that case, the reputation of the company and maintaining solid governance were paramount. I focused on building effective control compliance and efficient accounting processes to ensure that vendors were paid promptly and securely, fostering trust across the board.
“When considering the broader approach, it’s important to view the people behind the processes. In many Asian cultures, there is an ingrained respect for hierarchy, which sometimes means that people wait for direction from senior leaders rather than stepping into decision-making roles themselves. A crucial part of my strategy is to recognize and coach the talent within the organization, offering mentorship and career development programs to cultivate leadership at all levels. This investment in people helps drive better results in the long run, especially when aligned with solid operational processes.”
In your experience, how does a deep understanding of a company’s goals and operational dynamics inform the creation of effective financial strategies?
“A key part of a successful financial strategy is understanding how each piece of the puzzle fits together — how people are wired, how different teams function, and the statutory and tax implications involved. When I developed the financial strategy for Qosmosys in the space & fusion-energy-technology sector, we first had to fully grasp the company’s needs and the complexity of the industry. With a focus on a multi-faceted, multidimensional approach, we successfully procured $10M in seed funding by leveraging the knowledge and expertise of the industrial standard development process of a spacecraft for the designing and manufacturing of our ZeusX project. This was possible because we understood both the broader commercial and operational requirements and the intricacies of the U.S. fundraising market.
“Whether it’s optimizing a consolidation process at GM to reduce the monthly closing time from 8 to 5 working days, or transitioning an operation model from Turnkey to service-driven model, the ability to analyze and adjust to the company’s specific needs allows me to implement strategies that enhance efficiency, deliver organic growth, and improve cash flow.”
Can you share an example of how you applied this strategy to achieve measurable success, particularly in addressing complex financial and operational challenges?
“One example that stands out was my work at GM, where we redesigned the consolidation process to streamline reporting. By reducing the monthly closing time from 8 days to 5, we not only improved efficiency but also enhanced the quality of management analysis and decision-making. This allowed for a more responsive and accurate assessment of business wins and losses, going beyond the traditional accounting semantics to provide richer insights for the company.
“Similarly, in ECF, when we shifted from a turnkey to a service-driven operation model, the change was supported by a thorough cost analysis and a revamped pricing strategy that fostered organic growth. By understanding the local market, culture, and operational capabilities, we were able to align the business with more sustainable cash operations that had long-term positive impacts.”
Thank you for sharing, Joan.
Stay tuned for Part Two, where we explore how Joan’s global leadership experience has shaped her approach to finance and business transformation — and her insights on the future of financial strategy.
Joan is a financial and operational leader with expertise in scaling businesses, managing risk, and driving global growth. With a background in CPA and experience in M&A and pre-IPO strategy, she has led organizations through transformation across industries like manufacturing and energy. She brings a global perspective to leadership, collaboration, and business success.
Connect with Joan on LinkedIn.
