For Cyrus Lam, the aspect of the CFO role that sets it apart from all others is the weight of non-negotiable priorities. Despite years spent closely collaborating with CFOs as an investment banker, Lam tell us he quickly discovered a new level of accountability in the role. Managing cash flow and ensuring payroll, he says, are unyielding priorities. “If you can’t make payroll, that’s a big, big issue. It destroys trust,” he reflects. While this hands-on responsibility was not unexpected, Lam tells us he's learned to enthusiatically embrace it, finding enjoyment in understanding financial details down to the dollar.Lam’s career began in India, where KPMG had recently opened an office. “I was the third person to join them as an article clerk and the first among them to qualify as a chartered accountant,” he explains. Lam’s drive and capabilities propelled him through the ranks quickly. His fascination with technology eventually led him to KPMG’s technology, media, and telecommunications (TMT) group in the UK, where he developed a reputation for his work with IT service companies and tech firms.In 2006, Lam relocated to New York to lead KPMG’s global TMT corporate finance team. Over two decades, he honed his expertise in mergers and acquisitions, valuation, and strategic advisory, collaborating with CFOs on transformative deals. However, stepping into the CFO role at CDI, one of his clients, presented him with new and uncharted challenges.Now CFO of Orion Innovation, Lam draws on lessons from his investment banking years while embracing the operational demands of finance leadership. Balancing strategic oversight with tactical precision, he demonstrates that leadership thrives at the intersection of experience and adaptability.