The Human Side of Financial Leadership
Scaling a business isn’t just about rapid growth or smart acquisitions—it’s about creating a strong foundation. For Ira, CFO of Go Car Wash and recent CFO of the Year, that foundation has always been built on two things: company culture and financial leadership.
With three decades of experience in accounting and finance, Ira has seen the difference culture can make. When Go Car Wash started, it was clear to him that setting the tone early would be essential. Building a healthy culture from day one made it easier to grow intentionally, rather than trying to fix things later. Today, the company operates more than 150 locations across 10 states and has gone through 28 transactions to get there.
A big part of that success came from thinking ahead. Instead of only focusing on the needs of the business at the time, Ira and his team planned for the future. Their mindset was: build systems not for where you are, but for where you’re going. Even when they had a small number of sites, they built infrastructure to support 500. That vision saved time, money, and headaches as the company scaled.
Communication was another major piece of the puzzle. Ira emphasizes the importance of setting up regular check-ins and communication rhythms early on—even if they feel unnecessary at first. These habits became essential as the company grew. With locations spread across different states and no actual car washes near their Arizona headquarters, consistent communication helped keep the entire team aligned.
Transparency played a key role too. Go Car Wash made a deliberate choice to share more information with employees than most companies would. Leadership shares things like board presentations and financial updates with the full team, not just upper management. This level of openness builds trust and encourages team members to talk openly about their goals and career paths.
When it comes to acquiring other businesses, culture proves just as important. Surprisingly, Ira points out that it’s not always easier to integrate similar businesses. What matters more is having strong communication habits and a shared culture—those are the real glue during times of change. And while acquisitions can create economies of scale, the real opportunity usually lies in future revenue growth, not just cost savings.
For those in finance, Ira has some advice: technical skills are important, but they’re not enough. He encourages accountants to build relationships with operations teams and understand the business at a deeper level. At Go Car Wash, they call it being “controller ready”—someone who can handle the numbers and also lead a strategic conversation with field teams.
Recognition is another key part of the company’s culture. Go Car Wash runs a “Go-Getter Award” program to highlight team members who go above and beyond. Winners even get customized Go Car Wash sneakers—a fun, personal way to say thanks and reinforce what the company stands for. It’s all tied to their mission of being the most admired car wash company, with teammates mentioned first in that vision on purpose.
Ira’s experience offers a simple but powerful reminder: culture and finance aren’t separate—they go hand in hand. When leaders invest in both, growth becomes more than just possible—it becomes sustainable.
