Understanding the Business Behind the Numbers

As Head of Accounting Projects and Controlling at Allwyn, Lenka Neuvirtová has been responsible for building and developing Group Controlling, providing strategic oversight of performance, and aligning financial management with the Group’s long-term objectives. At the same time, she oversees holding company accounting operations across multiple jurisdictions, ensuring compliance with IFRS as well as local regulatory requirements.

Lenka’s professional background is closely connected to Deloitte Czech Republic, where she spent nearly seven years building and leading the CFO and Accounting Advisory Services practice. Prior to that, she worked for more than thirteen years in audit, including engagements under IFRS and US GAAP. She gained hands on business experience early in her career as a Finance Manager at the family-owned company VOLMUT.

In the interview, Lenka explains that she always sees the real workings of a company behind the numbers, addressing challenges step by step while keeping the bigger picture in mind.

What first drew you to finance?

It was more a fortunate coincidence than a carefully thought-out plan. At the very beginning, I was introduced to finance through my father’s company, where someone needed to take responsibility for accounting. That was when I first realized how critical finance is to a business, even though it is often discussed only when something goes wrong.

The next step came with joining Deloitte. Interestingly, it was a friend who was more determined to pursue the opportunity and took me to Career Days. For me, it was more about gaining experience and seeing what it was like. In the end, however, it became a defining professional chapter that firmly anchored me in finance and gave me very strong foundations.

Was there a moment when you realized you wanted to move into a leadership role?

There was no single defining moment. Starting my career in audit at a Big Four firm meant working in a hierarchical environment from the outset. You gradually move through roles from assistant to senior consultant, manager, and eventually into more senior leadership positions. Those next steps came naturally as responsibility grew, and I genuinely enjoyed each of them.

At the same time, I gradually realized that beyond technical expertise, I was increasingly fulfilled by working with people. I enjoyed coordinating teams, setting directions, and finding shared solutions. It was always important to me that the team functioned well, had clarity around priorities, and felt accountable for the outcome. This combination of finance, business context, and people's leadership ultimately led me toward leadership roles.

Which experiences shaped you the most professionally?

I was strongly shaped by the combination of audit experience and later transformation projects in large organizations. The audit taught me precision, discipline, and respect for detail. Transformation work, including process changes, system implementations, and cross-country collaboration, taught me to view finance in a broader context and to manage change. This often meant working with uncertainty, making decisions without complete information, and at the same time leading others. That combination has been extremely valuable throughout my career.

Which skills do you consider most important?

The ability to maintain perspective and ask the right questions is essential. Technical expertise is the foundation, without it nothing works. What truly makes the difference is the ability to explain things clearly, put them into context, and communicate with people who do not have a financial background. Being able to navigate complex situations under pressure, support your team, and find solutions is equally important. These are skills you develop over a lifetime, but with every successfully handled situation, you move a little further forward.

What habits or routines help you when facing daily challenges?

I would say resilience is built gradually by continuously expanding your comfort zone and getting used to new and demanding challenges. Many situations I can handle calmly today would have felt overwhelming ten years ago. Experience makes a significant difference.

When things start to feel overwhelming, it helps me to step back and break problems down into smaller parts. Instead of thinking about everything at once, I focus on one issue at a time and work through it step by step. That helps me stay oriented and in control.

The team also plays a crucial role. At Allwyn, I am surrounded by excellent managers as well as younger colleagues who are highly capable of their roles. We communicate openly, discuss challenges, and look for solutions together. Knowing that you are not facing things alone and that the team is moving in the same direction is essential in difficult situations.

What does success mean to you?

Success is certainly one of the drivers and motivators for most people in leadership roles, me included. Personally, I do not see it only as a title or a good salary. For me, it is the moment when something truly challenging comes together. When the team delivers a result under pressure or in a situation that initially seemed far from straightforward. When a difficult challenge is overcome and someone notices and appreciates it.

Equally important to me is seeing finance functions as a true business partner. When colleagues from other departments turn to us because they know they can rely on us, not just say what is not possible, but to help find solutions. In those moments, I feel that the work has a real meaning. That, to me, is a true success.

This interview is part of Leading Finance with Courage, learn more about the series here.