Cox Enterprises President and CFO Dallas Clement shares why modern finance leaders must think like strategists, storytellers, and steady hands in a volatile world. From long-term bets to people-first capital planning, Clement unpacks how the CFO role has evolved far beyond the numbers — and why that’s a good thing.
“It’s about the long game.” That’s how Dallas Clement, President and CFO of Cox Enterprises, sums up his leadership philosophy — one forged over three decades across strategy, finance, and innovation at one of America’s largest private companies.
From steering Cox Communications through regulatory shifts to overseeing the group’s expansion into cleantech and digital media, Clement has helped shape a company built for resilience and reinvention.
Today, he leads with a dual focus: upholding rigorous financial discipline while pushing forward on bold bets — from controlled environment agriculture to public sector software.
In this exclusive conversation with The CFO, Clement shares how the role of the finance leader has evolved into something far more expansive, why empowered teams are at the heart of capital strategy, and what it takes to lead through volatility without losing sight of the future.
My focus has always been on long-term strategy, responsible decision-making, and empowering people.
Early in my career, working in finance and strategy at Cox Communications during a period of regulatory change taught me the importance of adaptability. I quickly learned that success isn’t just about reacting to what’s happening today, it’s about anticipating the broader trends that will define the industry over the next five, 10, or even 20 years.
My time in investor relations also shaped my leadership style. You’re in the hot seat, and the pressure helps you learn how to communicate the company’s strategy to external stakeholders. You have to be a great storyteller. Financials tell part of the story, but the way you position decisions, whether to employees, investors, or customers, can determine how successfully those decisions are executed. This skill has been critical as Cox has expanded into new industries and invested in emerging technologies.
One of my most defining career experiences was leading product management at Cox Communications. Moving beyond finance and into the world of innovation challenged me to think differently about risk, customer experience, and operational execution. It gave me a deep appreciation for cross-functional leadership, understanding how finance, technology, marketing, and operations must align to create real, sustainable growth.
Later, transitioning to Cox Automotive and then into my current role at Cox reinforced that you can’t overreact to short-term disruptions. Whether it’s economic fluctuations, shifts in technology, or regulatory changes, I’ve learned that staying focused on a well-structured strategy, while remaining flexible to adjust, when necessary, is what ultimately drives success. This means setting clear milestones, distinguishing between organic and inorganic growth opportunities, and ensuring capital is allocated in a way that strengthens the business for the future.
The most important leadership lesson I’ve learned is that empowered people are at the center of every successful strategy. Building a high-performing team, focusing on communications and alignment, fostering a culture of accountability, and empowering people to own their decisions are what ultimately drive great outcomes. Whether navigating a crisis or seizing an opportunity, having the right leaders in place, who can think critically, adapt, and take action, is what makes the difference.
Essentially, it’s focus on the long game, invest in great people, and make decisions that create lasting value. That’s how I approach my role, and it’s how we continue to evolve and grow as a company.
The CFO role has changed dramatically over the years, evolving from a primarily financial steward to a strategic leader who helps shape the future of the business. Today, being a CFO isn’t just about managing financials; it’s about driving growth, making smart decisions, and ensuring the organization is positioned to adapt to change.
One of the biggest shifts I’ve seen is the expansion of the CFO’s responsibilities beyond traditional finance. At Cox Enterprises, I oversee not just treasury, tax, and financial planning, but also enterprise-wide operations, including sustainability, IT, risk management, real estate, and security. That breadth of responsibility reflects how CFOs are now expected to play a central role in both operational execution and business strategy. We have to be forward-looking, assessing new opportunities and risks through dual lenses: financial discipline and a picture of what’s next.
Another significant change is the way we think about data and decision-making. When I started my career, financial planning was largely historical, it was about reporting what had already happened. Today, the expectation is that finance leaders leverage real-time data, predictive analytics, and other insights to guide decisions. That means finance isn’t just reacting to business performance, it’s helping to shape the path forward. At Cox, we’ve invested in better data integration across our businesses to ensure we’re making informed, strategic choices rather than overcorrecting for short-term market fluctuations.
You have to shift the emphasis from being purely analytical to being a strong communicator and business partner. The best CFOs today don’t just manage numbers, they shape the company’s story. Whether I’m engaging with our business unit leaders, external stakeholders, or our board, my role is to help translate complex financial realities into clear, actionable strategies that make sense for our business. We’re constantly evaluating new investments in areas like cleantech, digital media, and public sector technology. Those investments need to fit our purpose. That has everything to do with financial acumen and strong leadership.
Finally, talent development has become a much bigger priority in the CFO role. I’m always thinking about succession planning, mentoring, and making sure we have the right leadership in place across the company. At the end of the day, financial success is driven by people. The ability to build and retain a team that can execute strategy, adapt to change, and think critically is just as important as any financial model or forecast.
The modern CFO is no longer just a numbers person. We’re strategic advisors, operational leaders, and culture builders. The role will continue to evolve, but the core challenge remains the same: making thoughtful decisions today that set the company up for success in the long run.
That’s a huge challenge. Keep three fundamental principles in mind: long-term thinking, structured risk assessment, and strategic capital allocation.
First, it’s easy to get caught up in short-term market fluctuations or emerging trends, but if you panic over every disruption, whether it’s a change in interest rates, AI hype cycles, or economic downturns, you risk losing sight of the bigger picture. At Cox, we focus on building a resilient business that can withstand uncertainty while still positioning ourselves for growth. We don’t just chase trends; we make strategic investments in businesses and technologies that align with our larger vision.
Second, we create a structured approach to evaluating risk and opportunity. Every potential investment, whether it’s in controlled environment agriculture, cleantech, or digital media, goes through a rigorous assessment. We ask: Is this an organic growth opportunity we can control, or an inorganic one that requires the right market conditions? What milestones will indicate success? How do we measure ROI beyond just financial returns, including impact on our employees, customers, and communities? This helps you make informed, responsible choices.
Finally, we think critically about capital allocation. Every dollar we invest has to sync up with our core business strategy. We are privately held, which gives us the flexibility to think beyond quarterly results, but it also means we hold ourselves accountable for making investments that drive sustainable value. I spend a lot of time engaging with our business leaders, external experts, and financial teams to ensure we’re deploying capital in ways that strengthen the company for the future while maintaining financial resilience.
This balance, between financial oversight, innovation, and risk management, is what allows Cox Enterprises to continue evolving while staying true to its values. Our goal isn’t just to grow for the sake of growth. It’s to build a company that is positioned for long-term success in industries that matter, and to help build a better future for the next generation.
This is where it gets exciting. Every new business venture at Cox is evaluated through a disciplined lens. We look at three key factors: strategic alignment, financial viability, and operational fit.
First, we assess whether a new opportunity meshes with our core values and long-term vision. We invest in sectors where we can add value and build lasting businesses, like cleantech, controlled environment agriculture, public sector software and digital media.
Second, we apply rigorous financial oversight to ensure that each investment strengthens the company’s overall financial health. We consider both organic and inorganic growth opportunities, looking at capital requirements, expected returns, and risk profiles before moving forward.
Finally, ensuring cultural and operational alignment is key. Whether through acquisitions like Axios or Mucci Farms, we take a hands-on approach to bringing new ventures into the Cox family, ensuring they have the resources, leadership, and strategic support needed to thrive.
Modern CFOs must be strategic leaders who balance keeping the finances in check while driving innovation. It’s about balancing risk and new growth opportunities while assessing wins for the short term and long term. I prioritize adaptability, strategic foresight, understanding business strategy and strong communication.
Adaptability is critical because markets, technology, and business models are evolving faster than ever. CFOs must be comfortable making decisions in uncertainty, assessing risks without overreacting to short-term disruptions.
Strategic foresight ensures that every financial decision supports long-term growth. This means focusing on capital allocation, investment discipline, and identifying emerging opportunities that align with the company’s vision.
Finally, communication is essential. A CFO must translate financial insights for lots of audiences, from leadership teams to external stakeholders. The ability to collaborate and build trust across the organization makes all the difference in executing a successful financial strategy.
The CFO role is evolving rapidly, driven by advancements in technology, shifting economic conditions, and increasing expectations around business sustainability and governance.
One major trend is the rise of AI and automation. At Cox, we’ve been on this journey for years, leveraging intelligent automation, machine learning, and predictive analytics to drive efficiencies and improve decision-making. We’re continuously assessing how AI-powered tools can enhance productivity while ensuring we maintain a human-centered approach to leadership and strategy.
Another key challenge is balancing long-term investment with financial resilience. CFOs are consistently faced with managing the risk and opportunities of the business for long-term success. In addition, economic uncertainty, interest rate fluctuations, and shifting regulatory environments require CFOs to be both agile and methodical. At Cox, we take a measured approach while maintaining rigorous capital allocation processes to ensure we’re prepared for market shifts.
Finally, talent and leadership development remain critical. At Cox, we emphasize mentorship, succession planning, and fostering a culture where our leaders are empowered to take ownership of their decisions.
Ultimately, the CFO of the future must be both a strategist and an innovator, embracing change while staying grounded in sound financial principles.
At Cox, we foster agility by empowering our finance team to think beyond the numbers, encouraging proactive problem-solving and strategic decision-making.
We strike a balance between financial risk and opportunity by integrating finance early into business strategy discussions, ensuring our team isn’t just reacting to numbers but helping shape future investments.
We also emphasize continuous learning, whether it’s leveraging AI and automation for efficiency or deepening industry expertise to assess emerging opportunities.
First, master the fundamentals. Strong financial stewardship, capital allocation, risk management, and operational efficiency, will always be the foundation of a great CFO. If you don’t have that in place, it’s hard to take smart, strategic risks. That’s really keeping score in finances.
Second, develop a broad business mindset. A modern CFO needs a strategic partner. They need to understand what the drivers of the business are, be willing to get into the details that way they have insights into how the numbers will go as changes arise in the business. So gain experience beyond finance, whether in operations, M&A, or technology, to better understand how financial decisions impact the entire organization. An effective CFO has intuitions to help business leaders make decisions.
Third, embrace technology and data-driven decision-making. AI, automation, and predictive analytics are transforming finance. Use these tools to enhance efficiency, uncover insights, and drive smarter, faster decisions.
Finally, prioritize leadership and communication. A CFO has to translate complex financial strategies into something stakeholders can resonate with. Building up that understanding creates trust across the company and beyond. That’s really how you drive the company forward.