Most CFOs focus on maximizing revenue. Tim Olson maximizes revenue by also focusing on maximizing trust. Here’s how he builds financial strategy around long-term partnership.
Tim Olson’s path to becoming Kenway’s CFO wasn’t typical.
In the late 1990s, fresh out of college with a technical background, he entered the emerging world of electronic trading systems. Electronic trading was transforming finance—Europe led with exchanges like EUREX, and the U.S. was catching up.
"There were a lot of jobs and companies being created to build trading systems for proprietary and non-retail traders," Tim recalls. "As that evolved, I got more interested in the trading side itself."
When the financial crisis hit, the industry’s priorities shifted. Tim was ready for something that aligned with more than numbers.
That inflection point led to a conversation in 2014 with Kenway’s founder, Brian King, about the company’s Why: Help and Be Helped. An early project with a Fortune 100 telecommunications client with Sarah Welch, Managing Director of Capability Leadership, and Kyle Finke, Director of Client Delivery, offered a firsthand view of what that philosophy looks like in action.
"They didn't just show me the work," Tim says. "They showed me that financial discipline and people investment aren't opposing forces—they're two sides of the same coin."
From that moment, his definition of leadership—and success—changed.
Ask Tim about the difference between being a CFO at a values-driven firm versus a traditional consulting company, and his answer is clear:
“Sometimes we choose to pass on opportunities that could increase revenue—because they aren’t the right fit for the client.”
It’s not just philosophy. It’s practice.
"Sometimes a company is using an accounting system like QuickBooks, and they're being sold on an enterprise-level solution like NetSuite or Sage," Tim explains. "We'll assess the situation and often say: 'Your problem isn't technology. It's process. Your current system is solving your requirements.'"
The impact can be dramatic. "QuickBooks might cost $2,000 or $3,000 a year. An enterprise system can cost exponentially more, perhaps $100,000 or more annually. That's a substantial difference."
"Yes, they could implement an enterprise solution and everything would function," Tim says. "But that doesn’t mean it’s the right move today. We’re not saying companies shouldn’t prepare for growth–it’s about making the investment at the right time, when scale and process maturity truly demand it."
That’s the difference between a consulting firm that acts as a vendor and one that acts as a partner.
The same principle applies across Kenway’s practice areas.
"There are times when we're already working with a client on a technology implementation, or it's a client that's worked with us in other areas and trusts us—and we'll recommend against certain premium features or add-ons," Tim says. "We might say: 'What you have is appropriate for where you are on your journey. You might need additional capabilities two or three years from now as you continue to grow, but it's not the right investment now.'"
This mindset prioritizes long-term relationship value over short-term revenue.
For Tim, the philosophy guides every part of his role.
With Clients:
"I approach prospects with curiosity about their challenges and goals. I offer ideas, insights, and introductions—even if they don't immediately lead to revenue. The goal is for clients and prospects to see Kenway as a partner rather than a vendor."
Internally:
Tim shares leads, insights, and success stories across practices. He partners with delivery teams to identify where their work opens new opportunities—and welcomes input from leadership, delivery, and marketing to refine approach and messaging.
In Investment Decisions:
"While our goal is to be profitable, we choose projects not only for margin, but also for alignment with 'helping' and long-term relationship potential," Tim explains.
He applies the same rigor to people investments as he does to capital investments: "Analyze the means, measure the outcomes, learn from both, and double down where they create the most value."
At Kenway, Finance doesn’t operate in isolation. Collaboration is the expectation.
"We have the finance organization, we have operations, we have HR—and we are intentionally far from working in silos," Tim says. "We all have our own accountability, but we're all working to support each other."
He offers an example: "Just this morning, I met with Irene Martinez, our Director of Operations, to solve a challenge around utilization. Technically, that metric falls under operations. But it directly affects finance because utilization impacts our ability to meet our numbers. These cross-functional conversations happen constantly at Kenway."
This collaborative approach is help and be helped in action—not as a statement, but as an operating principle.
When asked about trends most leaders are overlooking, Tim identifies two shifts:
The question for consulting leaders: Are you pricing for time—or for the value you create?
When Tim needs clarity, he doesn’t turn to spreadsheets. He turns to movement.
"While I enjoy golf, the real answer is working out—whether that's running, swimming, or weight training. The post-workout clarity brings work into better focus."
It’s a routine that mirrors his leadership style—disciplined, balanced, and focused on long-term strength.
And that Marvel and DC obsession? "I'm a huge fan of superhero movies. Never owned a comic book, but maybe that's why I believe in helping people unlock their potential."
For Tim Olson, being Kenway’s CFO means something distinctive.
It means advising clients when they don’t need to make a six-figure software investment.
It means valuing long-term relationships over short-term revenue.
It means collaborating across finance, operations, and HR to solve problems together.
It means applying the same rigor to people as to capital investments.
And it means recognizing that the most important metric isn’t always on the bottom line—it’s the trust you build along the way.
Help & Be Helped isn’t just a philosophy — it’s how we lead at Kenway. Connect with Tim Olson on LinkedIn or read more stories of how Kenway brings Help & Be Helped to life on our Insights page.