In this episode of Servant Leader’s Library, Nicholas Paulukow sits down with Ann Kelly, CFO of HH Hunt, to explore how financial leadership can drive both growth and community impact. Ann shares her journey from economics to the C-suite, along with the leadership lessons learned from guiding a fast-growing real estate organization. It’s a candid conversation about values, trust, and what servant leadership really looks like in the CFO seat.
Nicholas Paulukow
Welcome back to Servant Leader’s Library, the show where we shelve the ego, dust off real‑world leadership stories, and explore what it really takes to build thriving organizations. In this episode, host Nicholas Paulukow sits down with Ann Kelly, CFO of HH Hunt, to unpack how financial leadership, values‑driven culture, and servant leadership come together to fuel sustainable growth.
Ann leads the financial strategy behind HH Hunt’s multifamily, homebuilding, and land development divisions—adding hundreds of homes and apartment units each year across the Sunbelt. But as you’ll read, her story is about much more than numbers. It’s about people, purpose, and turning spreadsheets into stories of real impact.
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From Economics to the C‑Suite
Nicholas Paulukow
Ann, thanks for joining us today. Let’s start at the beginning—what drew you into finance, and how did you end up at HH Hunt?
Ann Kelly
I actually have a background in economics and history. Believe it or not, I originally wanted to work in the foreign service and travel the world. I loved international economics and history, but practically speaking, I wasn’t gifted in languages, so that path probably wasn’t realistic.
When I graduated from Virginia Tech, the job market wasn’t great. I found a position in an accounting department and realized I was good at it. Debits and credits made sense to me, and I had taken accounting courses as part of my economics degree. From there, I worked at a real estate REIT, spent time in startups, and eventually had an opportunity to join HH Hunt in the early 2000s.
It felt like home almost immediately—the people, the culture, the work. I joined in 2001, and it’s been an incredible journey ever since. What we do is hard work because we hold ourselves to high standards financially while staying true to our mission and values. But being in the trenches with people who believe the same things makes it incredibly rewarding.
Balancing Growth, Culture, and Financial Discipline
Nicholas Paulukow
You mentioned culture and values aligning with financial discipline. That balance can be tough. What’s been the most challenging part of aligning those two?
Ann Kelly
When you’re managing EBIT targets, expenses, and income, there’s always a people side to consider. Those decisions aren’t easy. We try to be innovative and thoughtful in how we navigate challenges. Making hard decisions is never our first move—it’s usually the last.
HH Hunt is a growth company, and that mindset goes back to our founder, Harry Hunt. He never saw the glass as half empty and never took his foot off the gas. That entrepreneurial spirit shaped a culture where you figure things out, plan carefully, and stay lean without losing sight of work‑life balance.
We’re very intentional when we bring people on because real estate is cyclical. Layoffs are the last thing we want. Thoughtful planning allows us to grow while protecting our people.
What Defines a Growth Organization
Nicholas Paulukow
You describe HH Hunt as a growth organization. What does that really mean?
Ann Kelly
For us, growth means constantly looking for new markets and opportunities. Our apartment communities average around 300 units, and our footprint stretches from Maryland to Georgia, with expansion into Tennessee and new markets like Wilmington.
We focus on areas with job growth, strong schools, and places where families want to live. Growth isn’t just about scale—it’s about diversification. Our multifamily and homebuilding divisions balance each other through economic cycles, which helps manage risk.
What I love is being able to see the impact of our work. You can literally watch communities being built. Our industry is still underbuilt relative to demand, so providing homes where people can live and grow is incredibly meaningful.
Leadership Lessons from the Journey
Nicholas Paulukow
As you moved into executive leadership, what lessons stood out most?
Ann Kelly
The biggest lesson is realizing you don’t have all the answers. I rely heavily on strong teams and collaboration. Early in your career, it’s important to understand the work itself. Over time, leadership becomes less about managing tasks and more about empowering people.
At HH Hunt, the best idea wins—no matter where it comes from. That philosophy still holds true today. When you bring people together and allow ideas to evolve collaboratively, the results are always better than what one person could come up with alone.
Evolving as a Leader
Ann Kelly
I actually left HH Hunt in 2008 and came back four years later. That time away gave me new perspectives and helped me mature as a leader. When I returned, I was seen differently—not just as someone who grew up in the organization, but as someone with broader experience.
Another pivotal moment came when my mentor told me that what got me to my role wouldn’t get me to the CFO seat. That was a tough conversation. I had to shift from being very direct and results‑driven to becoming more influential and collaborative. Working with an executive coach helped me develop that softer, more strategic leadership style.
A Transformational Strategic Decision: AI
Nicholas Paulukow
What’s one strategic decision that’s had a big impact recently?
Ann Kelly
Adopting AI. I knew we needed to embrace it or risk being left behind. I’m now the executive sponsor for our AI initiative, and we’re training employees on tools like Copilot Chat.
AI won’t replace jobs—but people who know how to use it will. It’s a powerful tool that allows you to play above your weight. Like the internet in the 90s, we don’t know exactly where it’s headed, but we know it’s going to change how we work.
Servant Leadership in Action
Nicholas Paulukow
How do you define servant leadership in practice?
Ann Kelly
It’s about how you do things, not just what you do. Sharing knowledge, empowering people, and trusting them to lead in their areas of expertise—that’s servant leadership.
At HH Hunt, our leaders are empowered to bring ideas forward and execute. I don’t need the accolades. What matters is that people understand their work has impact and that they’re valued partners in the organization.
Looking Back—and Ahead
Nicholas Paulukow
As you reflect on your career, what impact do you hope you’ve made?
Ann Kelly
I hope people say I gave them the opportunity to be who they wanted to be. Maybe there’s a young girl out there who sees this industry and thinks, “I can do that.”
If leadership were a book, I’d say I’m somewhere in the middle, writing a chapter called Unexpected Gifts. I’ve been fortunate, and I believe the most important thing we can do is share the gifts we’ve been given.
Closing Thoughts
Nicholas Paulukow
This conversation is a powerful reminder that CFOs don’t just crunch numbers—they build futures, fuel growth, and shape cultures. Ann Kelly’s story shows what’s possible when financial strategy, values, and servant leadership come together.
Thanks for joining us for another chapter of Servant Leader’s Library. Remember, in this library, servant leadership never goes out of print.
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