When Nathan Winters led a supply chain team earlier in his career, he noticed something that would shape his leadership style: “The credibility you get by the operating leaders when they see you out in the field… is incredibly important.” Whether visiting customers, walking a manufacturing floor, or sitting in on operating meetings, Winters found that physical presence fostered trust—and that trust gave finance a real seat at the table.
Today, as CFO of Zebra Technologies, Winters continues to emphasize business partnership grounded in proximity to operations. In the four years since he stepped into the CFO seat, Zebra has weathered post-COVID surges, global supply chain disruptions, and enterprise restructuring. The company’s product footprint—often “hidden in plain sight,” from grocery checkout scanners to hospital wristbands—has expanded to include robotics and machine vision, Winters tells us.
He’s also broadened his own remit, taking on IT and cybersecurity leadership, including oversight of both the CIO and CISO. In that time, Zebra has reduced China-based production from 80% to 30% and introduced new AI capabilities like “Zebra Companion” to automate shelf management for retailers. Internally, Zebra launched a private LLM instance—“Z-GPT”—to streamline tasks from expense report queries to sales presentations.
“Your job isn’t to just close the books,” Winters tells us. “If you’re not analyzing… finding new ways to think about things… you’re getting passed up.” At Zebra, finance is not just a control function—it’s a strategic force embedded in every operational stride.