CFO THOUGHT LEADER

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595: The Flight to Digital | Virpy Richter, CFO, Awin Global May 06, 2020

Show notes

It was supposed to be the type of introduction that would help to break the ice between a new business leader and her direct reports. However, the words spoken by the managing director (MD) became frozen in time.

Or at least this was the case for Virpy Richter, who at the age of 27 had only recently relocated from Germany after having accepted a promotion to oversee the finances of her company’s Dutch operating unit.

“This is the German girl from our central unit. Be nice to her. She is just visiting us,” Richter recalls the MD saying, as her 25 direct reports curiously stared back at her.

In retrospect, the MD might even be commended for having had language skills sufficient to so thoroughly and completely undermine a colleague in the space of a few short sentences, which was no small feat considering that he was able to reference Richter’s youth, gender, and nationality while at the same time even summoning doubts about the permanence of her position.

While these words remain frozen in time for Richter, the lesson that she would carry forth from this role involved more their aftermath.

“This was my first leadership role, so my response was much more intuitive because at that age I had not taken any leadership seminars and didn’t have any past experiences on which to draw,” explains Richter, who says that her intuition told her to be a good listener.

“Listen to the people—listen to their expectations and let them help you to understand,” she explains.

Fast-forward a number of years, and Richter is once more crossing borders—this time into Russia, where she is working as a senior finance professional for myToys, a large German e-commerce retailer.

Says Richter: “I had three months to set up the Russian entity, recruit the people, and make the goods available because we wanted to be operating by Christmas.”

Today, Richter resides in Germany, where as CFO of Awin Global she applies her cross-border lessons to Awin’s quickly expanding operations. –Jack Sweeney

594: The Art & Science of Raising Funds | Chris Mausler, CFO, PeerNova May 03, 2020

Show notes

When it comes to raising money from the investor community, finance executives often find themselves standing in line for job assignments that promise to make them active participants in the process.

Such roles allow aspiring finance leaders to check off one of the more essential items on the demanding list of prerequisites required of high-growth–firm CFOs.

For those executives who have climbed the accounting career ladder or toiled for years in an FP&A cubicle, the “money box” is often one of the last ones to get checked off.

Such was the case for finance leader Chris Mausler, who after a decade of devouring high-calorie FP&A assignments at IBM Corp. exited the computer giant to join a string of Silicon Valley firms.

Removed from IBM’s sprawling organization, Mausler found himself in closer proximity to the action. Nevertheless, it would take years for the seasoned FP&A executive to land a role that allowed him to check that box and ultimately raise money for a variety of different firms.

“Even though my assignments had touched on treasury-type operations in an indirect way, I myself had actually never directly raised money before,” says Mausler, who last fall helped to raise $31 million in funding for San Jose, California’s PeerNova, the data governance company that he joined as CFO back in 2014.

“I’m certain that there are companies out there that make their first pitch and get funded with a term sheet, but this is not the norm,” says Mausler, who notes that most companies can expect to receive only a handful of term sheets from roughly 100 pitches.

“It's a little bit of an art, a little bit of a science for anyone going through it,” he adds. –Jack Sweeney

Mausler: As I’m sitting here at home under a shelter-in-place order, my first priority clearly is to manage our company over the next couple of months to make sure that we don’t lose any efficiency and effectiveness in meeting our short-term goals, and this is certainly a new challenge through these times. Other than that, the challenges that I have remain much the same at PeerNova. We raised a good financing last fall. We announced a $31 million round that’s going to take us for a while. We have goals and milestones for getting us through a large kind of growth round in the future. We’ve got to make sure that we get there, so it’s making sure that we’re hitting the near-term milestones and tweaking our strategy to hit the next ones.

Here at PeerNova we had good data, so it was just a question of organizing it into one place so that we could manage the business. It’s been very much of a journey for us as we’ve raised rounds to build out this platform and worked with early customers on projects to grow our business. The most critical thing at PeerNova has been to raise the right amount of capital to help to get us to the next set of milestones and to make the right set of investments to get to these milestones so that we can continue to grow the company and keep this kind of growth pattern going. At this point, having worked with a number of large institutions, we’re in that growth phase of a company where we’re ramping up revenue.

For me, it’s always been about trying to balance how quickly you grow the company to achieve the next milestone while keeping in mind how much cash you will need to manage the company until the next round. You’ve got to keep an eye on both. You want to build a company that’s growing extremely fast, but you have to reconcile this to some extent with how much capital you have. You also have to organize the milestones that you need to hit to get to the next round as well.

593: Energizing Your Customer Borders | Jim Emerich, CFO, Narvar Apr 29, 2020

Show notes

For many future finance leaders, the year 2020 is destined to provide the dark moments of doubt that sweeten the upsides to be savored in years to come.

Certainly, few business lessons are more widely cherished than those related to challenging economic times—and few are summoned more by finance leaders when it comes to explaining their business-building philosophies.

Such is the case with Narvar CFO Jim Emerich, who in recounting the experiences that have prepared him for a finance leadership role always singles out the year 2001, when the September 11 terrorist attacks disrupted an economy still reeling from the burst of the dotcom bubble.

That May, Emerich stepped into a controller position at Salesforce, the pioneering SaaS developer that had only recently entered the ranks of midsize companies.

“We were burning cash throughout that year, and we were getting pretty close to the end. What saved us was the knowledge that eventually people realized that the world hadn’t ended,” recalls Emerich, who confidently and swiftly draws a line from his early Salesforce days to his arrival at Narvar earlier this year.

As at Salesforce, Emerich is now tasked with building the financial infrastructure of a SaaS developer in the midst of economic uncertainty. But now is a time well suited to experienced leaders accustomed to quelling doubts and exposing the path to the future. –Jack Sweeney

592: Beyond Disruption, Capitalizing on New Opportunities | Sameer Bhargava, CFO, Clark Construction Group Apr 26, 2020

Show notes

Having built a successful career in private equity—including 13 years with formidable Carlyle Group—Sameer Bhargava was probably not the most likely candidate to fill a CFO position at Clark Construction Group of Bethesda, Maryland.

The two businesses belonged to strikingly different worlds. Whereas Carlyle populated its world with leading-edge investment vehicles and innovative global assets, Clark has left its mark with signature skyscrapers and civic projects that are credited with transforming public spaces in a big way.

Still, both Washington, DC, area–headquartered businesses share what arguably remains industry’s greatest hiring determinant: a common geography.

Clark Construction’s resume is filled with “hometown” projects of stature, including The Wharf—a pedestrian-oriented DC waterfront community—and the National Museum of African-American History and Culture.

“In every block that you drive by, Clark is building something incredibly impressive,” remarks Bhargava, who quickly emphasizes Clark’s national footprint by mentioning other Clark credits, including San Francisco’s Salesforce Tower and San Antonio’s Frost Tower.

While Bhargava’s enthusiasm for Clark’s work is evident, he makes it clear that his move to Clark was driven by more than geography and the firm’s A-list menu of cityscape projects.

“In medicine and other industries, you get better and smarter the more specialized you become, but in business it’s quite the opposite,” says Bhargava, who encourages others to “take the risk to be uncomfortable” and “do things differently.” –Jack Sweeney

591: Why CFOs Must Ask the Difficult Questions | Andrew Casey, CFO, WalkMe Apr 22, 2020

Show notes

Years from now, when Andrew Casey reflects back on his CFO career and seeks to make sense of its various chapters, he may want to title the mythical volume Timing Is Everything. Certainly, few expressions might better summarize the career path of a finance executive who for years diligently checked off each CFO prerequisite only to arrive in the CFO office in March 2020—the very month when industry faced the seismic consequences of COVID-19.

No matter what lies ahead for Casey—or how he chooses to label his arrival in the C-suite at SaaS digital adoption enabler WalkMe—there’s little doubt that COVID-19 and industry’s response to it will become a defining chapter of his finance career.

Says Casey: “You learn from the good times and the down times, but when finance is most important to an organization is the down times because finance is the unbiased party in the room with respect to employee priorities as well as overall priorities.”

Turn back the clock to 2019, when Dan Adika, CEO of WalkMe, was meeting with Casey to make the case for the widening appeal of WalkMe’s digital offerings. “About halfway through the meeting, I said, ‘This is one of the strangest interviews I’ve ever had,’ and he asked, ‘Why is that?’ I said, ‘It feels like you’re just pitching me on the company.’ He stopped midstream and looked me in the eye and said, ‘Well, you know, we’re already convinced about you. We’re just trying to sell WalkMe to you.’ At that moment, I knew that I could ask any question, and I knew that my rapport with Dan was going to be strong,” recalls Casey, who at the time was a senior vice president of finance for cloud computing giant ServiceNow. “At that moment,” there was little question that for Casey, timing was everything. –Jack Sweeney

590: The Art of Fixing What's Broken | Terry Schmid, CFO, Topia Apr 19, 2020

Show notes

Purchasing bananas and moving them through a warehouse in less than 24 hours is perhaps not a professional experience widely shared by today’s finance leaders. Still, as Topia CFO Terry Schmid tells it, mastering banana logistics may just be a worthy prerequisite for many of today’s CFO roles.

“It taught me to think about the process that you go through to understand how things flow, how things actually work, and how you can improve things,” says Schmid, who first entered the professional world as a software coder specializing in COBOL—a language that landed him a consulting engagement with Safeway, Inc., in the 1990s, where he spent months alongside a team of Safeway buyers building a new logistics and warehousing system.

“Being responsible for the produce piece, I had to learn how they buy produce and move it through the warehouse, after which we wrote a system to automate the process to a large degree—particularly the buying part,” explains Schmid, who recalls the Safeway team as being at first somewhat doubtful about the new system. “Automation has a tendency to unnerve people. It was my job to convince these guys that using the system was going to be beneficial to them and make their job better. It wasn't going to replace them. It was just going to make their job simpler,” he recalls.

Schmid doesn’t hesitate to draw a line from his COBOL coding days straight to the CFO office. “The opportunity that I got out of that was a solid understanding of how businesses work, how information flows, and how important it is that information is timely and accurate,” notes Schmid, who characterizes the CFO role as one dedicated to helping organizations fix broken processes or adopt new ones in order to clear the path for growth. This is a role widely coveted inside the tech sector, but few CFOs have been as frequently recruited as Schmid, who has to date served as CFO in more than a half-dozen early-stage companies.

Twelve months into his latest CFO role, at Topia, Schmid is back to fixing processes and studying workflows and purchase patterns just as he did in the 1990s. In one way or another, it seems that he’s been moving bananas ever since. –Jack Sweeney

589: Builder, Fixer, Finance Chief | Bob Feller, CFO, Workforce Software Apr 15, 2020

Show notes

Last November, CFO Bob Feller achieved a career milestone of sorts when he celebrated his fifth anniversary as Workforce Software’s finance leader.

“Prior to this, the longest that I have ever stayed anywhere has been four years,” explains Feller, who says that the cadence of his CFO career transitions is normally in step with those of other tech sector CFOs, who are known to job-hop every three to four years.

Still, Feller mentions his recent anniversary to draw our attention to his resolve to help build Workforce into a formidable SaaS challenger inside the realm of workforce management software.

“It reminds me of when I started at Salesforce and we were up against Siebel—which was then acquired by Oracle—and everyone thought that we didn’t have a chance,” says Feller, who held controller and VP of finance roles during a four-year stint at Salesforce. Feller says that Salesforce’s singular focus as a SaaS company allowed it to overstep its merged rivals, who—while many times the size of Salesforce—failed to exploit all of the maturing advantages of the SaaS model.

Feller believes that this rivalry was similar to one that Workforce has today with HR software behemoth Kronos, of Lowell, Massachusetts.

“With every deal that we close, we pretty much take market share from Kronos,” says Feller, while naming the widely known rival that is roughly 15 times the size of Workforce.

Says Feller: “We like to say that we’re ‘Zeus to Kronos’—and if you don’t know your Greek mythology, just search on ‘Zeus, son of Kronos’ and you will discover just what Zeus ended up doing to Kronos.” Needless to say, there’s a reason that Zeus, and not his father, was known as ruler of the gods. –Jack Sweeney

CFOTL: Tell us about your arrival at Workforce and what this career chapter means for you?

Feller: How has my career evolved? I tend to be a builder and a fixer. I come into situations when some kind of a transformational event either has happened or is about to happen. This obviously goes back to Salesforce, where I had to build a team as we were building the company and prepping for an IPO, and has continued on to Workforce, where the company was founder-led for a number of years. You know, the founder did a great job in building the company, but it was really his first job out of business school. His first job out of business school was being our CEO. This happens all the time. The company did a lot of things well, but on the administration side, there was a lot of work to be done.

When we were acquired by Insight Venture Partners in 2014, I was the first hire that they made. They were looking for an experienced SaaS CFO who really knew how to put together not just a team but also the appropriate SaaS company metrics—the KPIs—and who knew how to work with a private equity firm and build a team to support that. Yes, this took time, but this is part of what I do to transform an organization. It’s not like I come in and aim to replace everybody. There’s a lot of great talent in these companies. It’s really putting them in the right place and in a position to succeed and then making sure that they know what they’re in for when they’re coming out of what the company used to be and going through the transformation into what it’s going to be.

The way we think about community is important. It’s not just our employees—our employee community— but also the greater communities that we’re part of. We’re a global company. We’re part of the Michigan community. We’re part of the Sydney, Australia, community. We’re part of the London, UK, area community. We try to do a lot to support community activities everywhere.

588: FinTech Goes Beyond the Paycheck | Brian Whalen, CFO, Branch Apr 12, 2020

Show notes

Back in 2008, when auction giant eBay acquired Bill Me Later (BML), a Maryland-based payment credit company, Brian Whalen and his BML colleagues breathed a sigh of relief.

“We had just enough liquidity and options to give us the runway to sell to eBay and PayPal, so—from a learning perspective—it was really about asking the questions ‘How do you keep those options open?’ and ‘How do you keep your liquidity choices available to you so that you can capture the moment?’” says Whalen.

Having served in a number business development roles at BML, he recalls as if it were yesterday the sudden wallop that the credit crisis delivered: “It hit us like a sledgehammer, so we made the decision to tighten credit and sacrifice some growth for the quality of our assets.”

In addition to preserving cash, BML would raise $100 million from Amazon and T. Rowe Price, while having discussions with a string of potential suitors. Ultimately, in October 2008, eBay acquired the firm for $820 million in cash and approximately $125 million in stock.

“People will joke and say, ‘It’s better to be lucky than good,’ but to a certain extent, we made our own luck by being prepared,” explains Whalen, who relocated to California following the acquisition of BML to serve in a number of business development and finance roles at PayPal headquarters, including CFO of PayPal’s global credit group. Eventually, he stepped back onto a more entrepreneurial FinTech path that has led him to the CFO office at Branch, a start-up specializing in what are widely labeled as “financial wellness” offerings for companies and their employees. –Jack Sweeney

587: Looking Around the Next Corner | Bill Koefoed, CFO, OneStream Software Apr 08, 2020

Show notes

When asked whether a new sales enablement hire would be a “direct report,” Bill Koefoed, CFO of OneStream Software, replied: “Organization matters only when your processes and relationships don’t.”

It’s an observation not shared widely perhaps among newbie CFOs, who upon their arrival are known to rely more on organizational reporting lines than relationship potential to assert their influence.

Nevertheless, four months and one pandemic into his latest CFO tour of duty, Koefoed has his relationship-building skills in high gear as he works alongside OneStream’s sales leaders to better identify those factors contributing to sales productivity.

According to Koefoed, the challenge is not just about sales productivity, though, but also about how to make the team productive more quickly. Hence OneStream’s new sales enablement hire.

Says Koefoed: “People don’t have to sit in finance to be effective, and having great partners and relationships in other areas of the business is just a great way to run the business.”

In addition to sales, Koefoed’s relationship-building skills also appear to be focused on OneStream’s customers. How long a customer has been in the pipeline frequently correlates to deal size, says Koefoed, who concedes, “Obviously, big deals take longer.”

Still, Koefoed says that his focus these days is more on something that he refers to as “customer familiarity”—and here, too, he’s looking for ways to accelerate OneStream’s upward climb on his customer awareness meter.

“The more familiar somebody is with your company, the better able they are to make key decisions,” adds Koefoed, who note that in the case of OneStream, “key decisions” are what trigger the movement of customers to OneStream’s software offerings and away from software provided by larger, more established rivals. –Jack Sweeney

586: Why it's Time for B.I. to Turn the Page | Mohit Daswani, CFO, ThoughtSpot Apr 05, 2020

Show notes

When Mohit Daswani stepped into the CFO office of Sunnyvale, Calif.-based ThoughtSpot this past January, he ascended to something more than just another finance leadership position inside a SaaS start-up.

Daswani was joining an influential class of CFOs distinguished by their ability to communicate a vision that connects not just with investors, but also with other CFOs. This is a cohort widely visible within the realm of business Intelligence, or BI, the space where finance leaders frequently shop for new technologies and tools to analyze their business data while surveilling the messaging of BI’s latest class of CFO thought leaders.

From the perspective of ThoughtSpot, which raised $248 million in late-stage funding last August, the world of BI is now colliding with the world of artificial intelligence and moving the competitive state of play from visualization to real-time data delivery.

“This is just a very different offering and value proposition from the current state of BI,” explains Daswani, who was previously the head of finance and strategy at payments company Square, Inc.

“This is about giving business customers not just a static dashboard, but also the ability to query the data in real time and create a natural language search on the front end,” adds Daswani, who quickly lists Walmart, 7-Eleven, Celebrity Cruises, and Hulu as ThoughtSpot customers.

For some BI watchers, Daswani’s arrival is a feat of fortunate timing, perhaps matched only by that of those executives who once occupied the CFO office at such companies as Cognos and BusinessObjects, the pioneering BI technology companies that many credit with having helped to launch the first big wave of wide-scale BI tool adoption.

Then came Tableau, with its powerful visualization tools that indoctrinated even more CFOs into the ranks of the BI faithful. Acquired by Salesforce last June for $14.6 billion, Tableau was a property whose sale became a milestone that few BI watchers could ignore. Add to this, Google’s purchase last year of Looker, another visually driven developer, and it’s clear that visualization is now in BI’s arsenal, says Daswani.

“If I’m a CFO or marketing lead, I no longer have to enlist a data scientist to go build a query or dashboard for me,” notes Daswani.

“We're talking directly to that decision-maker and company and saying, ‘How do we make your life easier? If you're a CFO, you need to understand what's going on with working capital, because you're managing your cash flow. Let us make it easier for you to do that directly,’” reports Daswani, who these days is busy standardizing work flows and procedures in preparation for ThoughtSpot’s much anticipated IPO.

“The Valley is building a lot of great companies right now. I’ve met with many of them over the past few years, but ThoughtSpot stood out for me in multiple dimensions,” says Daswani.

Still, ThoughtSpot has company. Among those companies now amplifying the messaging behind BI’s next big wave to both investors and CFOs are Celonis, Sisense, and DataStax.

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