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It was not long after Chris Greiner became CFO of IBM\u2019s fast-growing Analytics Division that the gravitational pull that IBM had maintained on Greiner\u2019s finance career-building began to give way.

While his new divisional CFO title more than validated his 7-year career investment with the company, Greiner\u2014like many divisional finance chiefs\u2014discovered the next rung of the company\u2019s finance career ladder becoming increasingly obscured from view. \xa0

Meanwhile, his divisional CFO role afforded him a wider view into IBM\u2019s business development as he sat across the table from different owners of middle-market companies. \xa0\xa0

\u201cWhat I saw was companies that were 200 to 400 employees in size, with hundreds of millions of dollars in revenue, that were being successful at disrupting markets, and I knew then that I wanted to be on the other side of the table one day,\u201d recalls Greiner, who notes that the experience of dealing with business leaders intent on disrupting the market led him to his revise his career-building agenda.

Says Greiner: \u201cI knew that for me to get the experiences I wanted to get, I needed to take a leap.\u201d

One of those experiences, Greiner reports, had to do with talent development in midsize firms versus that at large enterprise companies like IBM.

\u201cAt IBM, you can\u2019t empty the tank when it comes to talent because there is always another person looking to step in to fill a role when someone leaves,\u201d observes Greiner, who points out that talent development in midsize companies is not always as robust.

\u201cThat muscle for developing talent within an organization needs to be worked on,\u201d comments Greiner, who found that his menu of responsibilities inside midsize firms also became more fluid. \xa0

Adds Greiner: \u201cAnother eye-opener for me\u2014post-IBM \u2014was how I needed to invest a disproportionate amount of time on the organization itself.\u201d\xa0\u2013Jack Sweeney