Will Johnson can still hear the question that momentarily muted a management dinner and prodded the gathering’s executive diners to thoughtfully dispatch an answer.    “’If you weren’t in your current role, which one—held by a peer at this table—would you assume?,’” recalls Johnson, echoing the inquisitor’s words. “There were some really surprising answers,” he continues, noting that the head of sales expressed a desire to lead HR. Still, no answer was perhaps more surprising to Johnson than his own.   “I actually did cite the CFO role,” comments Johnson, who even now—after having subsequently held three consecutive CFO positions—seems to be a bit surprised at his willingness to supply such an answer that evening. At the time, Johnson was a senior corporate development executive—albeit with future CFO aspirations but until that night they had been left unspoken, at least in gatherings. Johnson reports that there was a period in his career when he found it difficult to admit to himself and others that the CFO role was becoming accessible to him. “Shame on me! I still had in my head an antiquated notion of what it took to become a CFO,” remarks Johnson, who credits a CFO mentor who entered the office from the more traditional CPA route with having dissuaded him of the notion that he too needed to be a CPA. “The role’s orientation itself had really shifted to where you were spending as much time looking out the windshield as you were in the rearview mirror,” observes Johnson, who mentions that he’s speaking specifically of venture-backed and high-growth firms.    If Johnson left the dinner with any doubts about having voiced his answer that evening, they likely vanished 6 months later when the company’s CEO, accompanied by a board member, approached him to be the company’s next CFO.  –Jack Sweeney