813: A Mandate to Improve | Mark George, CFO, Norfolk Southern Corporation

When Mark George first joined Otis Elevator’s accounting team back in the late 1980s, he found fixed asset accounting to be different from what he expected. Says George: ”We had to run around the company and put barcodes on any new piece of furniture that the company had purchased.” What’s more, George tells us, he roamed the corridors as a deputy in the accounts payable department, “punching A/P vouchers” and acquiring any necessary signatures. “I was always thinking, ‘How do I get away from doing this?,’” comments George, who notes that as a 20-something-year-old he sometimes felt like a “fish out of water” at Otis, which back then—as it is now—was part of the larger conglomerate patchwork that is United Technologies Corp. “I understood accounting to a certain degree, but I was definitely not an accountant,” recalls George. Less than enamored with the Otis accounting career ladder and potentially facing years of manual work, George began to speak up as he roamed the office and suggest changes to certain policies and processes that could eliminate the work that he personally disliked. He also began championing the adoption of new technologies that could automate manual tasks, despite the fact that such automation would more than likely put at risk his own position “with puncher in hand.” “If at some point if they fired me, I was young enough and naïve enough to think that I would just go and get another job, as if that would be just that easy,” explains George, who adds that over time, his suggestions found wider support—and as more tasks became automated, he found himself in greater demand, not less.      “I would solve a problem, and they would give me more problems to solve,” remembers George, who observes that he began to view his early years at Otis in a new light after returning to the United States from a stint as CFO of Otis’s South Asia operations. “I had moved around the company quite a bit by then, and I considered why I had already reached a certain level while others who had joined Otis at the same time had languished,” notes George, who credits his aversion to manual work with having opened the door to more opportunities in process improvement, beginning with a job in Otis’s treasury department and then leading to stints in financial planning and corporate development. “Eventually, due to some M&A work and my treasury background, I got some exposure to some international M&A roles overseas, and our regional headquarters then asked me to take a permanent role,” says George, whose stint as Otis’s South Asia’s finance chief became the first of several CFO tenures within UT—including a term as CFO of Otis itself. –Jack Sweeney