Podcasts about cfos

As economic volatility, cost pressure and technological acceleration reshape the finance landscape, CFOs are facing a pivotal identity shift. The instinct to protect the enterprise through tighter controls may no longer serve the moment. So what does it take to lead with resilience and unlock growth? In this episode of ThinkCast, Gartner experts Clement Christensen and Mallory Bulman revisit their Opening Keynote from the Gartner Finance Symposium/Xpo. They introduce the "Catalyst CFO" — a new leadership identity designed for disruption — and explore the eight forces reshaping finance, from AI-enabled decision-making to discontinuous regulatory change. Tune in to discover: Why the "guardian" CFO mindset may be holding your organization back The eight forces transforming finance and how to respond How AI agents are changing the nature of financial decision-making Why identity is the most underutilized leadership tool What Catalyst CFOs do differently to drive agility, innovation, and growth   Dig deeper: Download the Gartner CFO Report Join us at a Gartner Finance Conference near you Become a client to try out AskGartner for more trusted insights

Tune in to this engaging episode of the Count Me In Podcast, where we sit down with Rob Stephens, founder of CFO Perspective and an expert who brings a refreshing perspective to the often complex topic of behavioral finance. Rob sheds light on how this field not only intertwines with traditional finance but actually builds upon it, introducing the human elements behind financial decisions. Perfect for CFOs, controllers, and finance teams, Rob shares real-world applications of behavioral finance in corporate settings, from mergers and acquisitions to consumer psychology. Learn about the decision-making processes that can make or break a business and discover practical tools to improve communication and awareness. Whether it's understanding the group dynamics in management or navigating the tricky waters of debt and equity, Rob's insights are invaluable. Don't miss this episode if you're looking to enhance your financial decision-making with a touch of human psychology.

On this episode of FINN Voices, host Beth Friedman sits down with Phil Sobol, Chief Commercial Officer at CereCore, a healthcare IT services company specializing in application support, advisory, infrastructure, and staffing solutions. Planned during Becker's 2025 Health IT + Digital Health + Revenue Cycle Management Conference in Chicago, Beth and Phil unpack the latest insights from CIO conversations, focus groups, and industry media to forecast what's ahead for health IT purchasing in 2026. They tackle the pressing questions hospital and health system CIOs face today: how to make smarter IT investments, deliver measurable ROI, and align technology decisions with organizational goals. The discussion also dives into the unique challenges of smaller hospitals, where CEOs and CFOs often double as IT decision-makers. Finally, Phil highlights how several CereCore clients empower their IT leaders to make confident, data-driven technology decisions. He shares the newest strategies to navigate the 2026 buying cycle with clarity and impact. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

Welcome back to Snafu with Robin Zander. In this episode, I'm joined by Kevan Lee and Shannon Deep, co-founders of Bonfire – a creative studio reimagining what it means to build brands, tell stories, and live meaningful lives. We talk about how Bonfire began as a "Trojan horse" – a branding agency on the surface, but really a vehicle for deeper questions: What does fulfilling work look like? How do we find meaning beyond our careers? And how can business become a space for honesty, connection, and growth? Kevan and Shannon share how their partnership formed, what it takes to build trust as co-founders, and how vulnerability and self-awareness fuel their collaboration. We explore their path from tech and theater to building Bonfire, hosting creative retreats, and helping founders tell more authentic stories. We also dive into how AI is changing storytelling, the myth of "broetry" on LinkedIn, and why transparency is the future of marketing. If you're curious about what's next for creativity, leadership, and meaningful work, this episode is for you. And for more conversations like this, stay tuned for Responsive Conference 2026, where we'll be continuing the dialogue on human connection, business, and the evolving role of AI. Start (0:00) How Bonfire Started (14:25) Robin notes how transparent and intentional they've been building their business and community Says Bonfire feels like a 21st-century agency – creative, human, and not traditional Invites them to describe what they're building and their vision for it Kevan's response: Admits he feels imposter syndrome around being called an "entrepreneur" Laughs that it's technically true but still feels strange Describes Bonfire as partly a traditional branding agency They work with early-stage startups Help with brand strategy, positioning, messaging, and differentiation. But says the heart of their work is much deeper "We create spaces for people to explore what a fulfilling life looks like – one that includes work, but isn't defined by it." Their own careers inspired this – jobs that paid well but felt empty, or jobs that felt good but didn't pay the bills Bonfire became their way to build something more meaningful A space to have these conversations themselves And to invite others into it This includes community, retreats, and nontraditional formats Jokes that the agency side is a Trojan horse – a vehicle to fund the work they truly care about Shannon adds: They're agnostic about what Bonfire "does" Could be a branding agency, publishing house, even an ice cream shop "Money is just gas in the engine." The larger goal is creating spaces for people to explore their relationship to work Especially for those in transition, searching for meaning, or redefining success Robin reflects on their unusual path Notes most marketers who start agencies chase awards and fame But Shannon and Kevan built Bonfire around what they wished existed Recalls their past experiences Kevan's path from running a publication (later sold to Vox) to Buffer and then Oyster Shannon's shared time with him at Oyster Mentions their recent milestone – Bonfire's first live retreat in France 13 participants, including them Held in a rented castle For a two-year-old business, he calls it ambitious and impressive Asks: "How did it go? What did people get out of it?" Shannon on the retreat Laughs that they're still processing what it was They had a vibe in mind – but not a fixed structure One participant described it as "a wellness retreat for marketers" Not wrong – but also not quite right Attendees came from tech and non-tech backgrounds The focus: exploring people's most meaningful relationship to work Who you are when you're not at your desk How to bring that awareness back to real life — beyond castles and catered meals People came at it from different angles Some felt misaligned with their work Others were looking for something new Everyone was at a crossroads in their career Kevan on the space they built The retreat encouraged radical honesty People shared things like: "I have this job because I crave approval." "I care about money as a status symbol." "I hate what I do, but I don't know what else I'd be good at." They didn't force vulnerability, but wanted to make it safe if people chose it They thought deeply about values – what needed to be true for that kind of trust Personally, Kevan says the experience shifted his identity From "marketer" to something else – maybe "producer," maybe "creator" The retreat made him realize how many paths are possible "Now I just want to do more of this." Robin notes there are "so many threads to pull on" Brings up family business and partnerships Shares his own experience growing up in his dad's small business Talks about lessons from Robin's Cafe and the challenges of partnerships Says he's fascinated by co-founder dynamics – both powerful and tricky Asks how Shannon and Kevan's working relationship works What it was like at Oyster Why they decided to start Bonfire together And how it's evolved after the retreat Kevan on their beginnings He hired Shannon at Oyster – she was Editorial Director, he was SVP of Marketing Worked together for about a year and a half Knew early on that something clicked Shared values Similar worldview Trusted each other When Oyster ended, partnering up felt natural – "Let's figure out what's next, together." Robin observes their groundedness Says they both seem stable and mature, which likely helps the partnership Jokes about his own chaos running Robin's Café – late nights, leftover wine, cold quinoa Asks Shannon directly: "Do you still follow Kevan's lead?" Shannon's laughs and agrees they're both very regulated people But adds that it comes from learned coping mechanisms Says they've both developed pro-social ways to handle stress People-pleasing Overachievement Perfectionism Intellectualizing feelings instead of expressing them "Those are coping mechanisms too," she notes, "but at least they keep us calm when we talk." Building Trust and Partnership (14:54–23:15) Shannon says both she and Kevan have done deep personal work. Therapy, reflection, and self-inquiry are part of their toolkit. That helps them handle a relationship that's both intimate and challenging. They know their own baggage. They try not to take the other person's reactions personally. It doesn't always work—but they trust they'll work through conflict. When they started Bonfire: They agreed the business world is unpredictable. So they made a pinky swear: Friends first, business second. The friendship is the real priority. When conflict comes up, they ask: "Is this really life or death—or are we just forgetting what matters?" Shannon goes back to the question and clarifies  Says they lead in different ways. Each has their "zone of genius." They depend on each other's strengths. It's not leader and follower – it's mutual reliance. Shannon explains: Kevan's great at momentum: He moves things forward and ships projects fast. Shannon tends to be more perfectionist: Wants things to be fully formed before releasing. Kevan adds they talk often about "rally and rest." Kevan rallies, he thrives on pressure and urgency. Shannon rests, she values slowing down and reflection. Together, that creates a healthy rhythm.  Robin notes lingering habits Wonders if any "hangovers" from their Oyster days remain. Kevan reflects  At first, he hesitated to show weakness. Coming from a manager role, vulnerability felt risky. Shannon quickly saw through it. He realized openness was essential, not optional. Says their friendship and business both rely on honesty. Robin agrees and says he wouldn't discourage co-founders—it's just a big decision. Like choosing a spouse, it shapes your life for years. Notes he's never met with one of them without the other. "That says something," he adds. Their partnership clearly works—even if it takes twice the time. Rethinking Marketing (23:19) Kevan's light moment: Asks if Robin's comment about their teamwork was feedback for them. Robin's observation  Notes how in sync Shannon and Kevan are. Emails one, gets a reply CC'd with the other. Says the tempo of Bonfire feels like their collaboration itself. Wonders what that rhythm feels like internally. Kevan's response  Says it's partly intentional, partly habit. They genuinely enjoy working together. Adds they don't chase traditional agency milestones. No interest in Ad Age lists or Cannes awards. Their goal: have fun and make meaningful work. Robin pivots to the state of marketing (24:04) Mentions the shift from Madison Avenue's glory days to today's tech-driven world. Refers to Mad Men and the "growth at all costs" startup era. Notes how AI and tech are changing how people see their role in work and life. Kevan's background  Came from startups, not agencies. Learned through doing, not an MBA. Immersed in books like Hypergrowth and Traction. Took Reforge courses—knows the mechanics of scaling. Before that, worked as a journalist. Gained curiosity and calm under pressure, but also urgency. Admits startup life taught him both good and bad habits. Robin notes  Neither lives the Madison Avenue life. Kevan's in Boise. Shannon's in France. Shannon's background Started in theater – behind the scenes as a dramaturg and producer. Learned how to shape emotion and tell stories. Transitioned into brand strategy in New York. Worked at a top agency, Siegel+Gale. Helped global B2B and B2C clients define mission, values, and design. Competed with big names like Interbrand and Pentagram. Later moved in-house at tech startups. Saw how B2B marketing often tries to "act cool" like B2C. Learned to translate creative ideas into language that convinces CFOs. Says her role often meant selling authentic storytelling to risk-averse execs. Admits she joined marketing out of necessity. "I was 27, broke in New York, and needed a parking spot for my storytelling skills." Robin connects the dots  Notes how Silicon Valley's "growth" culture mirrors old ad-world burnout. Growth at all costs. Not much room for creative autonomy. Adds most big agencies are now owned by holding companies. The original Madison Avenue independence is nearly gone. Robin's reflection  Mentions how AI-generated content is changing video and storytelling. Grateful his clients still value human connection. Asks how Bonfire helps brands tell authentic stories now that the old model is fading. Kevan's take  Says people now care less about "moments" and more about audiences. It's not about one viral hit—it's about building consistency. Brands need to stand for something, and keep showing up. People want that outcome, even if they don't want the hard work behind it. Shannon adds Notes rising skepticism among audiences. Most content people see isn't from who they follow, it's ads and algorithms. Consumers are subconsciously filtering out the noise. Says that's why human storytelling matters more than ever. People crave knowing a real person is behind the message. AI can mimic tone but not authenticity. Adds it's hard to convince some clients of that. Authentic work isn't fast or easily measured. It requires belief in the process and a value system to match. That's tough when your client's investors only want quick returns. Robin agrees  "Look at people's incentives and I'll tell you who they are." Shannon continues Wonders where their responsibility ends. Should they convince people of their values? Or just do the work and let the right clients come? Kevan says they've found a sweet spot with current clients. Mostly bootstrapped founders. Work with them long-term instead of one-off projects. Says that's the recipe that fits Bonfire's values and actually works. The Quarter Analogy (35:36) Robin quotes BJ Fogg: "Don't try to persuade people of your worldview. Look for people who already want what you can teach, and just show them how." He compares arguing with people who don't align to "an acrobat arguing with gravity – gravity will win 100% of the time." The key: harness momentum instead of fighting resistance. Even a small, aligned audience is better than chasing everyone. Kevan shares Bonfire's failed experiment with outbound sales: They tried reaching out to recently funded AI companies. "It got us nowhere," he admits. That experience reminded him how much old startup habits – growth at all costs, scale fast – still shape thinking. "I thought success meant getting as big as possible, as fast as possible. That meant doing outbound, even if it felt inauthentic." But that mindset just added pressure. Realizing there were other ways to grow – slower, more intentional – was a relief. Now they've stopped outbound entirely. Focused instead on aligned clients who find them naturally. Robin connects it to a MrBeast quote. "If I'm not ashamed of the video I put out last week, I'm not growing fast enough." He says he doesn't love the "shame" part but relates to the evolution mindset – Looking back at work from six months ago and thinking, I'd do that differently now. Growth as a visible, measurable journey. Robin shifts to storytelling frameworks: Mentions Kevan and Shannon's analogies about storytelling and asks about "the quarter analogy." Kevan explains the "quarter" story: A professor holds up two quarters: "Sell me the one on the right." No one can – until someone says, "I'll dip it in Marilyn Monroe's purse." That coin now has emotional and cultural value. Marketing can be the same – alchemy that turns something ordinary into something meaningful. Robin builds on that: You can tell stories about a coin's history – "Lincoln touched it," etc. But Kevan's version is different: adding new meaning in the present. "How do you imbue something with value now that makes it matter later?" Shannon's take: It's about values and belonging. "Every story implicitly says: believe this." That belief also says: we don't believe that – defining who's in your tribe. Humans crave that – community, validation, connection. That belonging is intangible but real. "Try selling that to a CFO who just wants ROI. Impossible — but it's real." Kevan adds: Values are one piece – authenticity is another. Some brands already have a genuine story; others want to create one. "We get asked to dip AI companies into Marilyn Monroe's purse," he jokes. The real work is uncovering what's true or helping brands rediscover it. The challenge: telling that story consistently and believably. Robin mentions Shannon's storytelling framework of three parts – Purpose → Story frameworks → Touch points. Shannon breaks it down: Clients usually come in with half-baked "mission" or "vision" statements. She uses Ogilvy's "Big Ideal" model: Combine a cultural tension (what's happening in the world) with your brand's best self. Then fill in the blank: "We believe the world would be a better place if…" That single sentence surfaces a company's "why us" and "why now." It's dramaturgy, really — same question as in theater: "Why this play now?" "Why us?" Bonfire's own version (in progress): "We believe the world would be a better place if people and brands had more room to explore their creativity." Kevan adds: it's evolving, like them. Robin relates it back to his own story: After selling Robin's Café, he started Zander Media to tell human stories. He wanted to document real connections — "the barista-customer relationships, the neighborhood changing." That became his north star: storytelling as a tool for change and human connection. "I don't care about video," he says. "I care about storytelling, helping people become more of who they want to be." Kevan closes the loop: A good purpose statement is expansive. It can hold video, podcasts, even a publishing house. "Maybe tomorrow it's something else. That's the beauty — it allows room to grow." Against the Broetry (49:01) Kevan reflects on transparency and values at Bonfire He and Robin came from Buffer, a company known for radical transparency — posting salaries, growth numbers, everything. Says that while Bonfire isn't as extreme about it, the spirit is the same. "It just comes naturally to invite people in." Their openness isn't a tactic – it's aligned with their values and mission. They want to create space for people to explore – new ideas, new ways of working, more fulfilling lives. Sharing their journey publicly felt like the obvious, authentic thing to do. "It wasn't even a conversation – just who we are." Shannon jumps in with a critique of business culture online Says there's so much terrible advice about "how to build a business." Compliments Robin for cutting through the noise – being honest through Snafu and his newsletter. "You're trying to be real about what selling feels like and what it says about you." Calls out the "rise and grind" nonsense dominating LinkedIn: "Wake up at 4 a.m., protein shake at 4:10, three-hour workout…" Robin laughs – "I'll take the three-hour workout, but I'll pass on the protein shake." Shannon and Kevan call it "broetry" The overblown, performative business storytelling on social media. "I went on my honeymoon and here's what I learned about B2B sales." Their goal with building in public is the opposite: To admit mistakes. To share pivots and moments of doubt. To remind people that everyone is figuring it out. "But the system rewards the opposite – gatekeeping, pretending, keeping up the facade." Shannon says she has "no patience for it." She traces that belief back to a story from college Producer Paula Wagner once told her class: "Here's the secret: nobody knows anything." That line stuck with her. Gave her permission to question authority. To show up confidently even when others pretend to know more. After years of watching powerful men "fail upward," she realized: "The emperor has no clothes." So she might as well take up space too. Transparency, for her, is a form of connection and courage – "When people raise their eyes from their desks and actually meet each other, that's power." Robin thanks Shannon for the kind words about Snafu. Says their work naturally attracts people who want that kind of realness. Then pivots to a closing question: "If you had one piece of advice for founders – about storytelling or business building – what would it be?" Kevan's advice: "Look beyond what's around you." Inspiration doesn't have to come from your industry. Learn from other fields, other stories, other worlds. It builds curiosity, empathy, and creativity. Robin sums it up: "Get out of your silos." Shannon's advice: "Make the thing you actually want to see." Too many founders copy what's trendy or "smart." Ask instead: What would I genuinely love to consume? Remember your audience is human, like you. And remember, building a business is a privilege. You get to create a small world that reflects your values. You get to hire people, pay them, shape a culture. "That's so cool, and it should make you feel powerful." With that power comes responsibility. "Everyone says it's about making the most money. But what if the goal was to make the coolest world possible, for as many people as possible?" Where to find Kevan and Shannon (57:16) Points listeners to aroundthebonfire.com/experiences. That's where they host their retreats. Next one is April 2026. "We'd love to see you there."   Companies/Organizations Bonfire Buffer Oyster Vox Zander Media Siegel+Gale Interbrand Pentagram Reforge Robin's Café Books / Frameworks / Theories Traction BJ Fogg's behavioral model Ogilvy's "Big Ideal" Purpose → Story Frameworks → Touch Point People Paula Wagner BJ Fogg MrBeast (Jimmy Donaldson) David Ogilvy Newsletters Snafu Kevan's previous publication  

In this high-energy episode of Mostly Growth, CJ Gustafson, Kyle Poyar, and Ben Hillman dive into the hidden levers of SaaS growth and what truly separates startups that scale to $20M+ ARR from those that stall out. They explore eye-opening data from 6,500 companies, revealing how the best improve net retention, raise pricing, and re-engineer their revenue models over time. Alongside the metrics, there's plenty of playful chaos—like a naming debate over “Yoshinobu Yamamoto Gustafson,” a rapid-fire game of “Founder or Pop Star,” and CJ's accidental IPO embargo break. It's part insight, part inside joke, and 100% for SaaS operators and C-suite climbers.—LINKS:Mostly Metrics: https://www.mostlymetrics.comCJ on LinkedIn: https://www.linkedin.com/in/cj-gustafson-13140948/Growth Unhinged: https://www.growthunhinged.com/Kyle on LinkedIn: https://www.linkedin.com/in/kyle-poyar/Slacker Stuff: https://www.slackerstuff.com/Ben on LinkedIn: https://www.linkedin.com/in/slackerstuff/https://www.growthunhinged.com/p/the-compounding-startuphttps://www.growthunhinged.com/p/the-odds-of-making-ithttps://www.superme.ai/kylepoyar?conversationId=VgDXTOl2Z89mW7UYXstU0bhttps://a16z.com/anatomy-of-an-enterprise-platform-company/https://www.investopedia.com/terms/h/hhi.asphttps://navan.com/https://www.mostlymetrics.com/p/navan-ipo-s1-breakdownhttps://x.com/amendandpretend/status/1983588137453416763?s=46https://x.com/ryan_c_walsh/status/1983705182371475630?s=46https://www.reddit.com/r/TwinCities/comments/z6hxp8/how_much_are_people_paying_for_residential_snow/—RELATED EPISODES:Getting fired 4 times made me a founder | Sam Jacobs of Pavilionhttps://youtu.be/8X-JVOF-1A0Why Founders Are Posting Sad Dinnershttps://youtu.be/Zl6NSIHF2Gk—TIMESTAMPS:00:00:00 Preview and Intro00:01:55 Sponsors – Pulley & Metronome00:04:25 Dodgers Banter & Baby Naming00:05:38 Founder or Pop Star Game00:07:50 ChartMogul Data & Growth Levers00:08:30 Expansion, Upsell & Retention Discussion00:15:53 Testing Kyle's AI Avatar00:17:07 CJ's AI Self-Query & Beta Discussion00:18:04 AI Use Cases & Knowledge Retention00:22:03 Platform Debate & A16z Analysis00:24:29 Herfindahl-Hirschman Index Explained00:25:34 Platform Metrics & Valuation Upside00:26:48 CrowdStrike, Datadog & Multi-Product Expansion00:28:13 Core Systems of Record & AI's Impact00:29:49 Business Blunders – Navan IPO & Snowflake CRO00:34:07 Snow Removal Pricing & Insurance Logic00:35:56 Closing Remarks & Credits—SPONSORS:Metronome is real-time billing built for modern software companies. Metronome turns raw usage events into accurate invoices, gives customers bills they actually understand, and keeps finance, product, and engineering perfectly in sync. That's why category-defining companies like OpenAI and Anthropic trust Metronome to power usage-based pricing and enterprise contracts at scale. Focus on your product — not your billing. Learn more and get started at https://www.metronome.comPulley is the cap table management platform built for CFOs and finance leaders who need reliable, audit-ready data and intuitive workflows, without the hidden fees or unreliable support. Switch in as little as 5 days and get 25% off your first year: https://pulley.com/mostlymetrics—#MostlyGrowthPodcast #SaaSGrowth #StartupStrategy #B2BTech #RevenueRetention This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cjgustafson.substack.com

This week on The Brand Builder's Playbook, Jim, Ryan, and Cait dive into one of marketing's toughest questions: how do you prove the ROI of a brand? In a world where every dollar spent needs justification, they explore how marketers can connect creative storytelling to measurable business growth.To help unpack it, they're joined by Raja Rajamannar, Mastercard's Chief Marketing & Communications Officer. Raja shares how Mastercard built one of the world's most trusted brands by grounding its marketing in data, financial discipline, and purpose. He outlines his framework for measuring marketing ROI across three dimensions, brand strength, business growth, and sustainable competitive advantage, and shares practical lessons on earning credibility with CFOs and boards. “Purpose and profits are not mutually exclusive. If you pursue purpose methodically, thoughtfully, and innovatively, profits will follow.” — Raja Rajamannar—Download this week's worksheet: http://bit.ly/3KX9ts4Read about upcoming episode topics and guests here: https://bera.ai/podcast/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Budgets are shrinking, patience is thinner and the CMO seat is a revolving door. Keep playing the old playbook and you're next.What if the path forward isn't “more content, faster”, but a hard reset on power, process and what we even call “brand”?In this episode, Drew Neisser, Founder of CMO Huddles, drops a reality check on B2B: CMOs are operating in Antarctica—hostile, short-term, and PE-pressured and it's still the most exciting moment in marketing. We get blunt about the “do more with less” lie, why “brand” is a budget-killing word (start saying “reputation”), and how AI should first nuke your workflows and org chart before you let it ghostwrite your strategy.). This is the insider's guide to surviving the freeze and shipping work that closes.We also cover:CMO power plays: why owning Partnerships/Rev levers earns a real seat at the table.Short-termism judo: aligning with CFOs on “metrics that matter” and fixing attribution theater.What actually converts now: late-stage, face-to-face moments (small dinners > giant trade shows).Direct mail's comeback: high-impact, targeted sends that unblock stalled deals.

Stephen Weisberg is a Detroit-based tax attorney who helps individuals and business owners resolve IRS controversies and tax-debt issues. In this episode, he shares how the 2008 recession launched him from corporate bankruptcy work into tax law, why most people wait too long to seek help, and what every lawyer (and taxpayer) should know before they get that letter from the IRS.What You Can Do With a Law DegreeStephen's journey proves that a law degree is both a credential and a toolkit. His early work in bankruptcy law introduced him to financial systems and creditor negotiations, while his tax practice taught him how to translate that technical knowledge into advocacy for everyday people. Tax controversy work isn't glamorous, but it's vital—and it's year-round.“People think I'm busiest during tax season, but that's when the IRS is focused on filing. My work happens the rest of the year," shares Stephen Weisberg on Episode 217 of You Are a Lawyer.He's built a steady stream of clients through LinkedIn networking, attorney referrals, and partnerships with CPAs, CFOs, and financial planners. The relationships he's developed prove that collaboration, not competition, sustains a modern law practice. Most of his cases are handled remotely by phone or Zoom, reflecting how legal work has evolved since the pandemic.Did you know that children as young as 10 can be prosecuted as adults in Pennsylvania? You Are A Lawyer has partnered with YSRP, the Youth Sentencing and Re-Entry Project, to bring awareness to their fight to keep young people out of adult prisons and to advocate for youth lifers. Visit YSRP.org to support this cause. Thank you. 

CFOs and FP&A leaders are flooded with shiny "modern planning" tools, but which ones actually scale with control?  In this episode, Andy welcomes back Dave Collins, Director of Strategic Alliances at OneStream, to compare OneStream vs. Pigment in plain finance terms. We dig into the pitfalls finance teams report with lightweight, cube-based planning tools, fragile models, technical debt, and "too many cooks" changing calculations, then contrast that with OneStream's unified platform: governed workflows, data quality checks, and extensible dimensionality that lets you plan and consolidate in one application. Dave unpacks why consolidation isn't just "aggregation," how to avoid fragmentation from bolt-ons, and what real governance looks like when actuals, planning, reporting, and AI all live together. Brought to you by Nova Advisory: a Diamond OneStream implementation partner helping finance teams simplify complexity and elevate performance. https://www.novaadvisory.com    

Welcome to another episode of The SaaS CFO Podcast! This week, Ben Murray sits down with Albert Gozzi, the co-founder and CEO of Aleph, an innovative AI-driven FP&A platform transforming how finance teams operate. Originally from Argentina, Albert Gozzi shares his journey from Procter & Gamble to Bain, and later as a startup CFO, where he experienced firsthand the frustrations of spreadsheet-heavy workflows in finance. Together, they dive into the founding story of Aleph, its mission to streamline financial data and workflows, and how the company's AI-powered solutions are empowering finance and FP&A teams to work smarter and faster. In this episode, you'll get insider insights on Aleph's rapid fundraising journey—having recently closed a $30 million Series B and totaling $47 million to date. Albert Gozzi candidly discusses what investors look for at each funding round, the nuances of scaling go-to-market efforts, lessons learned from dozens of investor rejections, and why finding product-market fit is just the beginning. Plus, they uncover how Aleph's unique approach to implementation and pricing is winning fans among CFOs in mid-market and private-equity-backed businesses. If you want a behind-the-scenes look at building and scaling a modern SaaS finance platform, this is the episode for you. Tune in to hear the latest on Aleph's roadmap, practical advice for SaaS founders, and where the future of FP&A is headed. Show Notes: 00:00 "AI-Powered Financial Data Management" 03:59 "Flexible Platform for Mid-Market" 08:18 "Road to Series C" 11:01 "Importance of Market Repeatability" 16:19 "Fast Implementation Drives Success" 20:24 "CAC Payback: A Cautious Metric" 22:14 "Doubling Down on AI Advancements" Links: SaaS Fundraising Stories: https://www.thesaasnews.com/news/aleph-raises-29-million-in-series-b Albert Gozzi's LinkedIn: https://www.linkedin.com/in/albertgozzi/ Aleph's LinkedIn: https://www.linkedin.com/company/getaleph/ Aleph's Website: https://www.getaleph.com/ To learn more about Ben check out the links below: Subscribe to Ben's daily metrics newsletter: https://saasmetricsschool.beehiiv.com/subscribe Subscribe to Ben's SaaS newsletter: https://mailchi.mp/df1db6bf8bca/the-saas-cfo-sign-up-landing-page SaaS Metrics courses here: https://www.thesaasacademy.com/ Join Ben's SaaS community here: https://www.thesaasacademy.com/offers/ivNjwYDx/checkout Follow Ben on LinkedIn: https://www.linkedin.com/in/benrmurray

In this episode, I speak with Akhil Nigam, CoFounder at Finmo, and we answer the critical question: How can global businesses transform their fragmented treasury operations into unified, intelligent systems that drive growth?He shares insights on why SMEs deserve better treasury solutions, how real-time payment rails are transforming cash management, and why MO AI is becoming the intelligent co-pilot every finance team needs.

Caregiving is not an easy thing. It's paperwork, passwords, POAs, and the courage to say the hard things before the crisis hits. In this episode, we get real about the emotional and financial marathon of caring for aging parents, why women disproportionately shoulder the load, and exactly what to do now so your future self isn't rage-crying in probate court. Our guest, Beth Pinsker—MarketWatch financial-planning columnist, CFP®, and author of My Mother's Money: A Guide to Financial Caregiving—walks us through the must-have documents, the family conversations that actually prevent sibling warfare, and how to set boundaries when love meets logistics. (Yes, you can be loving and say “nope, that won't work.”) We cover: The caregiving reality check: why daughters so often become default CFOs of aging parents (and what to do about it). The legal minimums: power of attorney, healthcare proxy, will vs. trust, and when each one matters. Costly myths to ditch: “We'll figure it out later,” “It'll be obvious who does what,” and “We don't need it in writing.” Crisis-proofing your finances: automation, a single “pay-from” account, and creating a breadcrumb trail someone else can actually follow. End-of-life wishes: how to handle DNR/DNI and hospice decisions without guilt (clarity > chaos). If you're the money person: how to leave a map your family can use (and if you're not the money person, how to get up to speed—without becoming the household bookkeeper). Because love isn't just casseroles and hand-holding; sometimes it's signatures, spreadsheets, and setting your people up to survive the hardest days with clarity and dignity. Thank you to our sponsors! Get 20% off your first order at curehydration.com/WOMANSWORK with code WOMANSWORK — and if you get a post-purchase survey, mention you heard about Cure here to help support the show!  Connect with Beth: Website: https://bethpinsker.com/ IG: https://www.instagram.com/bethpinsker_ny  LI: https://www.linkedin.com/in/bpinsker  Related Podcast Episodes: How To Have A Good Death with Suzanne B. O'Brien, RN | 292 You Only Die Once with Jodi Wellman | 262 060 / Caring For An Aging Parent with Rayna Neises Share the Love: If you found this episode insightful, please share it with a friend, tag us on social media, and leave a review on your favorite podcast platform!

"The best founders are constantly pitching – for customers, recruits, suppliers and capital."   In this episode of The Inner Chief podcast, I speak to James Schofield, Founder of Insight Investor Relations, on Pitching your business, raising capital and winning investor trust.

When marketing and finance work in silos, growth stalls. But when the CMO and CFO operate as true partners? The business moves faster and decisions get smarter.In this conversation, Audrey Masset (Senior Director of Marketing) and Mark Beakhouse (CFO) at Wegrow share what it really takes to build a high-trust, co-owned relationship between marketing and finance, one that goes beyond budget approvals and into shared growth responsibility.→ Why marketing can no longer be seen as a cost center→ How CMOs earn credibility with CFOs (data, transparency & shared KPIs)→ The systems and dashboards that align sales, finance, and marketing→ Why long-term impact matters just as much as short-term pipeline→ The mindset shift marketing leaders must develop to drive revenueThis episode is essential for CMOs, CFOs, RevOps leaders, and anyone shaping go-to-market strategy inside a scaling business.

Are your deals taking longer to close lately? Economic uncertainty has created a perfect storm for B2B sellers. Deals that closed easily last year now stall indefinitely, buyers ghost after months of relationship building, and budget conversations end with requests for huge discounts.   The good news is that you're not doing anything wrong. However, the frustrating reality is that this pattern is playing out across industries as CFOs tighten their grip on every purchase decision, creating longer approval cycles and more complex buying committees.   If you want to stop getting ghosted and start closing deals again, this episode is your roadmap. Join Eleanor this week as she breaks down six data-backed economic insights that explain exactly why buyers are exercising extreme caution right now, and the four core strategies to keep your buyers buying through winter 2025/26.   Get full show notes and more information here: https://safimedia.co/WO74   Connect with Eleanor on LinkedIn or Instagram: https://www.linkedin.com/in/eleanorbeaton/ https://www.instagram.com/eleanorbeaton/?hl=en

AI vendors are building infrastructure, companies are shedding jobs, and we're starting to witness the most rapid business transformation in centuries. In this podcast I look back on 2025 and show you where we are – with AI transformations, the job market, and the massive organizational changes in business. And I explain the Rise of the Superworker an its impact on you. New research by Wharton shows that AI optimism and adoption is increasing dramatically. For more details, join me next week for the webcast “2025 Market Trends: AI, HR, and What's Next for 2026.” This presentation summarizes our 2025 “Year of AI Emergence” and set the stage for our big 2026 Predictions which launches in January. Are you ready for the new job market and how your HR department will change? Here are the trends and what you can expect for the year ahead. Like this podcast? Rate us on Spotify or Apple or YouTube. Additional Information The Rise Of The Supermanager The Pivotal Role Of Chief HR Officer in AI Transformation Wharton Survey: AI Adoption and Optimism Is High BBC Finds That 45% of AI Queries Produce Erroneous Answers Galileo: The World's Trusted AI Agent for Everything HR Chapters (00:00:00) - The Future of AI and the Workforce(00:06:56) - Will the AI Increase Productivity?(00:09:33) - The transformation of work and the role of AI(00:10:57) - The future of the super-manager(00:13:47) - Top 10 issues for CFOs in 2021(00:16:41) - What's the future of HR?(00:18:37) - How Do I Transform HR around AI?(00:20:47) - The Skills of HR professionals in 2026

Implentio automates workflows between e-commerce merchants and their third-party logistics providers, starting with invoice reconciliation. The platform tackles a problem every scaled e-commerce brand faces: thousands of rows of billing data in CSVs paired with six-figure invoices that nobody has time to validate. In this episode of Category Visionaries, I sat down with Jason Bang, Chief Product Officer and Co-Founder of Implentio, to explore how two decades running operations—from analyst to COO—led him to build what operations teams have never had: tools as sophisticated as what marketing has been using for years. Topics Discussed: The margin erosion hidden in 3PL invoicing and why operations teams can't afford to audit complex billing  Founder-led growth in tight-knit industry networks where everyone goes to the same trade shows  Partnership GTM with fractional CFOs, software providers, and 3PLs themselves  Building a personal brand as an anti-social-media operations leader  Why operations teams are creative problem solvers trapped in spreadsheets  The roadmap toward AI-powered operational intelligence that eliminates manual data work GTM Lessons For B2B Founders: Industry networks unlock faster GTM than traditional outbound: Implentio's first customers came from Jason's 20-year operations network—direct texts to brand founders, warm intros to ops teams, relationships from the same trade shows and conferences. His approach eliminated typical B2B sales cycles by going straight to decision makers who already trusted him. For founders with deep industry tenure, exhausting warm networks before building cold outbound infrastructure delivers conversion velocity and cycle time advantages that justify founder time investment despite limited scale. Partner with companies who own your ICP's budget allocation: Implentio partnered with fractional CFOs who control purchasing decisions and immediately understand ROI. Jason explained their appeal: "They see the numbers, they understand the numbers. So I show them an ROI and they're like, boom, no brainer." The framework: identify which third parties influence or control budget decisions in your category, then build rev-share referral programs. Mapping your buyer's external advisors and service providers can shortcut enterprise sales cycles. Turn industry incumbents into distribution partners by solving their client problems: Despite addressing 3PL billing issues, Implentio positioned 3PLs as partners rather than adversaries. Jason's philosophy: "I'm not a 3PL adversary. I actually love 3PLs. I think they serve an important need." Implentio offers 3PLs a value-add service for their merchant clients while gaining direct customer access. The framework works when you solve what incumbents are contractually responsible for but operationally struggle to deliver, without competing for their core revenue. Pre-qualify partnership ROI using your own customer economics: Implentio learned that partner enthusiasm doesn't correlate with lead quality. Jason's example: "That $50 million brand might have $1,000 AOV. And so the number of transactions and shipments they're doing, there's just not enough there for there to be a good ROI on our solution." Implentio now evaluates partner customer lists against specific transaction volume thresholds before investing in relationships. Document minimum viable customer criteria and require partners to verify their portfolio meets those thresholds to prevent pipeline pollution. Subject matter expertise scales through teaching, not content production: Jason built Implentio's founder brand despite having no Instagram, Facebook, or TikTok, using one principle: "Knowledge is only good if you transfer it and you pass it on." He prioritizes teaching operations concepts over polished content, measuring success by whether someone learns something valuable regardless of conversion. His insight: "If I can teach somebody something, that's a win for me. Even if they don't sign up for my platform." Sophisticated buyers assess expertise through insight depth, not posting frequency. Wedge entry with acute universal pain, then expand horizontally: Jason's long-term vision is "COO in a box"—comprehensive operational intelligence spanning supply chain, fulfillment, and customer service. But Implentio launched with 3PL invoice reconciliation because every scaled e-commerce brand outsources fulfillment and struggles with billing validation. The wedge criteria: universal problem (every target customer has it), acute pain (directly impacts margin), and immediate ROI (quantifiable savings exceed platform cost). Once embedded in the finance workflow, Implentio can expand into adjacent operational data problems without re-selling the value of centralized ops intelligence. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

AI promises efficiency, automation, and smarter decision-making, but for large enterprises, the journey is far more complex than simply adopting the latest tool. In this episode of The CFO Show, Rajat Bahri, CFO of Icertis, joins host Melissa Howatson to explore how enterprise finance teams can harness AI to drive transformation. With experience leading finance at global organizations, Rajat shares insights on how CFOs can balance innovation with governance, turn AI into actionable insights and lead change across complex data and system landscapes. He also delves into how trust, data accuracy and integration are shaping the next chapter of enterprise finance, and why CFOs must lead from the top to unlock AI's full potential. Discussed in This Episode: How enterprise finance can leverage AI for smarter, faster decision-making The difference between AI adoption in startups and large organizations Overcoming legacy systems and data fragmentation challenges Building trust, accuracy and responsible AI practices How CFOs can upskill teams and set the tone from the topFor CFO insights, episode show notes and exclusive blog content, visit thecfoshowpodcast.com.

AI has completely changed the rules of marketing, and finance can't afford to play catch-up. Workiva's VP of Revenue Marketing, Joel Capperella, joins Steve Soter to unpack how AI is reshaping data, trust, and decision-making across the business. As progression analysis evolves and web traffic declines, traditional forecasting and investment models are losing their edge. This episode breaks down what modern finance and marketing leaders must do to keep pace. You'll learn: Why the old CFO-CMO disconnect is no longer sustainable How AI's data disruption is forcing a new model of collaboration Why credibility and transparency are now the most valuable data currencies What separates a caretaker CFO from a truly transformative one Watch the full episode for practical insights on data trust, financial transformation, and redefining success in the age of AI.
00:00 Introduction 01:14 Rewriting the Marketing Playbook with AI 02:42 The Changing Role of CFOs in the AI Era 06:25 The Future of Marketing and Finance Collaboration 10:14 Closing Thoughts 

Five years ago, a CFO's main focus was cutting costs and boosting efficiency, but that conversation has dramatically shifted, with artificial intelligence (AI) now topping the priority list. In this episode of Blood, Sweat & Balance Sheets, host Mike Whitmire sits down with Andrew Moses, Associate Director at Cross Country Consulting, to dive into the evolving role of the modern CFO and the urgent need to adopt AI.They'll unpack why AI is no longer a "nice to have," but an essential budget item. You'll learn:How finance leaders can overcome the challenge of implementing AI, especially when general-purpose tools like Copilot and Python fall short for accounting-specific tasks.The critical difference between general-purpose and purpose-built AI solutions that seamlessly integrate with existing accounting systems.How to view AI as an investment not just in technology, but in your people.This discussion will provide a clear path for companies to effectively and easily adopt solutions purpose-built for the accounting function, making AI a practical reality.

Note:This episode is a pod swap from The Diary of a CFO. We're sharing it here to help you discover another excellent show in the finance leadership space. All content belongs to the original podcast and host Wassia Kamon.In this episode of The Diary of a CFO, Wassia Kamon sits down with Paul S. Young, EVP and CFO at Liberty Bank, to uncover what modern finance leadership looks like in an era of rapid transformation. With decades of experience across institutions like TD Bank, Citizens Bank, and Siemens, Paul shares how CFOs can lead with purpose by aligning strategy, driving innovation, and cultivating future-ready talent. From intelligent automation to authentic leadership, this episode offers a comprehensive framework for CFOs navigating complexity at scale.Paul S. Young is the Senior Executive Vice President and Chief Financial Officer at Liberty Bank, the oldest and largest independent mutual bank in the U.S. With over 25 years of experience spanning finance, digital transformation, and strategy, Paul is a respected leader in shaping the future of finance. He serves on the AICPA Future of Finance Leadership Advisory Group and the AICPA Council, helping steer the next generation of financial professionals.Expect to LearnHow Liberty Bank integrates strategic planning into its budgeting cycle for real impactWhy creating a Business Transformation Office and EPMO was a game-changerWhere AI and intelligent automation fit in the finance function, without losing the human touchHow finance apprenticeship and rotational programs are developing future leadersPaul's leadership philosophy is rooted in authenticity, gratitude, and work-life balanceHere are a few quotes from the episode:“You prepare for this all your life. Have the courage of your convictions and don't be afraid to fail.” – Paul S. Young“AI won't replace people, but it will replace the people who don't embrace AI.” – Paul YoungConnect with Guest Paul S. YoungLinkedIn: https://www.linkedin.com/in/pyoungcpa/ Liberty Bank: https://www.linkedin.com/company/liberty-bankct/ Liberty Bank (Website): https://www.liberty-bank.com/ AICPA Future of Finance Leadership Advisory Group: https://www.aicpa-cima.comConnect with Host Wassia Kamon onLinkedIn: https://www.linkedin.com/in/wassiakamon/ Instagram: https://www.instagram.com/wassiakamon/Connect with The Diary of a CFO Podcast onLinkedIn: https://www.linkedin.com/company/the-diary-of-a-cfo-podcast/YouTube: https://www.youtube.com/@Thediaryofacfopodcast/featuredWebsite: https://www.thediaryofacfo.com X (Twitter):

How do you prove CPQ value in CFO terms—not hype? In this episode, Cameron Marsh, Analyst at Nucleus Research, breaks down how their ROI Case Study and Value Matrix quantify CPQ outcomes customers feel every day: faster quote cycles, higher throughput with the same team, better margins from pricing, and fewer back-and-forth revisions thanks to visualization. We also dig into why data quality—not model magic—decides CPQ AI success, and where channel vs. direct CPQ returns really land. Key Takeaways: Quantifying ROI like a CFO: Nucleus standardizes benefits into save time, save money, make more money—and they're NASBA-certified in how they measure value. Quote Cycle Efficiency: Typical improvements of 60–80%—from hours to minutes—plus 20–30% more quote throughput with the same headcount. Pricing > Cross/Upsell: Price optimization usually creates more value than cross/upsell alone by protecting margin. Payback Windows: Average CPQ payback in 9–12 months; channel CPQ often sees faster first-year payback, while direct CPQ compounds larger value longer-term. What's Beating AI (for now): Visualization (≈ 25% reduction in quote revisions), Deal Desk Automation (≈ 85% reduction in manual review time), and eSignature are delivering immediate, measurable wins. AI's Real Bottleneck: Inconsistent rules, outdated/fragmented price lists, and weak integrations. Bad data = bad outputs. Market View: Strongest traction in North America enterprise, with growing momentum across Europe and APAC. Vendor Advice: Lead with customer value and usability, not feature lists.

Most entrepreneurs think hiring a Chief Financial Officer is only for big corporations, but that could not be further from the truth. Many small businesses are losing massive profits simply because they don't truly know their numbers. What if you could hire a part-time CFO to help you see what's really driving profit, cash flow, and scalability—without the full-time salary? In this episode, we sit down with Heather Parsons, a former Big Four accountant turned real estate investor and founder of a fractional CFO firm, to break down exactly what that means for founders and investors. Heather explains how most business owners rely on bookkeepers who look backward, while CFOs help you look forward—building dashboards, forecasts, and cash flow systems that lead to smarter decisions and consistent growth. You'll learn when to bring one in, how to know if you're ready, what it costs, and how this role can transform your business from reactive to proactive. If you're making money but still feel stuck in the weeds, guessing your numbers, or scaling without clarity, this conversation will show you how a fractional CFO can turn chaos into confidence and give you the financial control you've been missing. Book your mentorship discovery call with Cory RESOURCES

In this special episode of CFO Thought Leader—the first of three produced in collaboration with The Suite, Shaun Sethna (General Counsel and GM for the L Suite) maps where CFOs and GCs misjudge contract risk and how to collaborate effectively. He spotlights “locked-in” deals that still enable termination via vague clauses or missing notice-and-cure. Start with strategy alignment, then cross-train—mini finance for lawyers, mini legal for CFOs—and empower teams to escalate wisely. He urges adopting AI to summarize agreements, surface obligations, and route risks. Looking ahead, he flags AI agents as SaaS “users,” which could upend seat-based pricing. He closes with an M&A example where mutual fluency let GC and CFO catch material misses.• Align strategy first; contracts follow business intent.• Cross-train teams to spot each other's risks.• Adopt AI to illuminate obligations and exposure.

Marketing in the financial industry can feel way more complicated than it needs to be. There are so many voices telling you what you “should” be doing, but most of them don't actually understand the unique needs of accountants, CPAs, CFOs, and financial firms. I'm sharing three common marketing myths that are making financial pros feel overwhelmed, overworked, and burnt out; and what to do instead to simplify your strategy without sacrificing results.   In this episode I chat about:   ✨ Why trying to show up on every platform is watering down your message ✨ How to choose the right platform based on where your clients actually are ✨ Why stiff, overly “corporate” content is costing you trust and connection ✨ How showing more of your personality builds real credibility ✨ Why more content ≠ better marketing (and what to focus on instead) If marketing has started to feel like a second full-time job, this one's for you.     Book a 1:1 Marketing Clarity Session Need personalized clarity on your content, platform, or messaging? I now offer One Problem → One Solution consultations for $147 and you walk away with a simple, customized one-page marketing action plan. Book Here:  https:/beesimplified.com     Let's Connect LinkedIn: https://www.linkedin.com/in/biancamarissasmith/  Instagram: http://www.instagram.com/beesimplified.com

Today, we're exploring one of banking's most vital yet often overlooked functions: corporate banking account analysis. Though it might not seem glamorous, this is where billions of dollars in revenue are gained or lost, and where the gap between a loyal corporate client and a frustrated one is often decided. Joining us on the Banking Transformed podcast is Dan Gill, Industry Analyst at Zafin, an AI-powered banking platform that's revolutionizing how banks handle pricing, billing, and customer relationships. In a time when corporate clients demand transparency and banks face challenges with legacy systems and scattered data, the account analysis function has become a key strategic area. We'll explore how modern AI and unified data platforms are addressing long-standing issues, including revenue loss, manual fee calculations, and unclear reporting that frustrates CFOs. Whether you're in banking, fintech, or simply interested in how corporate finance operates behind the scenes, this conversation will reveal the significant transformation underway in this field. This episode of Banking Transformed is sponsored by Zafin Zafin's Loyalty Rewards capability helps banks deepen customer engagement by rewarding behaviors across the entire banking journey, not just their transactions and spends. It offers behavior-based incentives, flexible point strategies, and personalized rewards, moving beyond traditional spend-based models. With seamless integration and real-time analytics, banks can optimize loyalty programs to enhance customer lifetime value and drive sustainable growth. Visit https://zafin.com/insights/banking-blueprints/?videos

Join host Adam Larson for a lively conversation with entrepreneur, speaker, author, and president of VisionEdge Marketing, Laura Paterson. Drawing on decades of experience, Laura shares her practical wisdom on building stronger partnerships between marketing and finance in today's data-driven organizations. Discover why learning to speak each other's language and focusing on real business outcomes rather than budget line items leads to smarter decisions and meaningful growth. Laura breaks down common traps like “random acts” of marketing, reveals how aligning around purpose improves performance, and gives actionable advice for CFOs and finance leaders who want to genuinely connect with their marketing counterparts. With real-world stories and plenty of energy, Laura discusses the transformative power of customer-centric strategies and outcome-based budgeting, all while highlighting the importance of using data for insight, not just information. Perfect for anyone in marketing, finance, or leadership, this episode is packed with fresh ideas and relatable anecdotes that will inspire collaboration and drive success. If you're ready to move from transaction to strategy and make a real impact. Don't miss this engaging conversation.

Financial ratios are the essential shorthand analysts use to distill massive financial statements into actionable insights. In this episode of Corporate Finance Explained on FinPod, we go beyond academic definitions to explore how ratios reveal a company's true story, measuring performance, efficiency, and existential risk.We examine four pillars of analysis and use contrasting examples, such as Apple vs. Dell, Walmart, Netflix, and the catastrophic failure of Enron, to illustrate how to identify red flags and assess the quality of a business.This episode covers:The Four Pillars of Analysis: Liquidity, Profitability, Leverage, and Efficiency, and why they are the strategic dials that CEOs and CFOs constantly turn.Liquidity Secrets: Why a low current ratio is a sign of strength for an efficient company like Walmart (operating on negative working capital), but a red flag for almost everyone else.The Profitability Contrast: Why Apple competes on premium margin while Dell competes on volume, and how different strategies play out in Operating Margin and Return on Assets (ROA).The Misleading Metrics: Why the P/E ratio is often overrated and why Return on Equity (ROE) can be misleading, masking high risk—and how the DuPont Framework is essential for determining the quality of that return.Leverage & Strategy: The high-risk, high-reward strategy of Netflix using high debt to fund content growth (strategic leverage) versus the structural leverage profile of Dell.The Enron Lesson: The ultimate warning. How the cash flow statement and leverage ratios exposed the fraud, proving that a beautiful income statement means nothing if the underlying cash flow is telling a darker story.

Welcome to The SaaS CFO Podcast! In this episode, host Ben Murray sits down with Ali Hussain, CEO and co-founder of Tabs, for an insightful conversation about the evolving landscape of finance technology. Ali shares his journey as an entrepreneur and operator, discusses the genesis and growth of Tabs, and dives deep into the world of revenue automation for B2B companies. Tune in as Ali explains how Tabs leverages AI and automation to streamline everything from order-to-cash and revenue recognition to forecasting and metrics reporting. You'll hear about the company's impressive growth since its founding in 2023, the state of AI adoption among CFOs and finance teams, and Ali's perspective on the dynamic ERP space. Ben and Ali also talk shop about fundraising milestones, go-to-market strategies, and key financial metrics for SaaS companies scaling from Series A to Series B. Whether you're interested in the future of AI-driven finance operations, the rise of best-of-breed finance tech stacks, or practical insights on team building and product innovation, this episode is packed with actionable advice for finance leaders and SaaS founders alike. Show Notes: 00:00 AI-Driven Finance Automation Platform 04:36 B2B Growth Focused on Sales 08:13 CFOs Embracing AI Adoption Shift 12:18 "Modern ERP Collaboration Overlegacy" 15:23 "Sales-Finance Integration via AI" 19:30 Finance Expansion and Accountant Channels 21:58 "ERP Market Ripe for Disruption" 25:53 "AI Business Fundamentals & Metrics" 27:45 Automation, Margins, and Customer Focus 31:48 Cash Forecasting Insights for CEOs 34:20 "Finance Innovation & Future Outlook" 37:23 "Making Systems Transparent" Links: SaaS Fundraising Stories: https://www.thesaasnews.com/news/tabs-raises-7-million-in-seed-round https://www.thesaasnews.com/news/tabs-secures-25-million-in-series-a-funding https://www.thesaasnews.com/news/tabs-raises-55-million-in-series-b Ali Hussain's LinkedIn: https://www.linkedin.com/in/ali-hussain786/ Tabs' LinkedIn: https://www.linkedin.com/company/teamtabs/ Tabs' Website: https://tabs.inc/ To learn more about Ben check out the links below: Subscribe to Ben's daily metrics newsletter: https://saasmetricsschool.beehiiv.com/subscribe Subscribe to Ben's SaaS newsletter: https://mailchi.mp/df1db6bf8bca/the-saas-cfo-sign-up-landing-page SaaS Metrics courses here: https://www.thesaasacademy.com/ Join Ben's SaaS community here: https://www.thesaasacademy.com/offers/ivNjwYDx/checkout Follow Ben on LinkedIn: https://www.linkedin.com/in/benrmurray

The CFO’s challenge has long been one of translating data into a story that the CEO and their management team can use to set strategy and make other decisions. As generative AI advances, the way that CFOs fulfil this role is changing, as guest and Nestlé CFO Anna Manz describes in this episode. Michael Birshan, a senior partner who leads our firm in the United Kingdom, Ireland, and Israel, and host Sean Brown, speak with Manz about how she uses AI now and plans to in the future, the impact of geopolitics on Nestlé's operations, and the CFO’s role in integrating the executive team in strategic decision-making and resource allocation. Related insights Toward the long term: CFO perspectives on the future of finance Connecting strategy, finance, and personal development: A conversation with Marjorie Lao What an AI-powered finance function of the future looks like Generative AI in finance: Finding the way to faster, deeper insights How finance skills are evolving in the era of artificial intelligence McKinsey Insights on the CFO role McKinsey Insights on Strategy & Corporate Finance McKinsey Strategy & Corporate Finance on LinkedInSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Brandon Weber, Co-founder & CEO of Nava Benefits, joined us on The Modern People Leader.We talked about why benefits have become the second-largest company expense — and how HR can “moneyball” their healthcare spend, cut down on benefits-related admin work, and deliver better employee outcomes through the emerging “alt marketplace.”---- Nava Links:

In this episode of the IC-DISC Show, I sit down with Randy from Trinity Bay Capital to talk about how specialized capital advisory bridges the gap between growing companies and the financing they actually need. Randy spent 17 years in traditional banking at First City and other institutions before moving into capital finance in the mid-1990s. His transition came from frustration with banking silos that prevented common-sense solutions for growing companies. After traveling extensively as a capital finance professional and later serving as president of a bank, he launched Trinity Bay Capital to help companies access everything from asset-based lending to purchase order financing. His approach differs from typical brokers because he pre-qualifies deals using his banking expertise, then targets just three carefully selected lenders rather than shotgunning dozens of institutions. What makes Randy's work compelling is how often he solves problems without charging fees. One client I referred received three competitive term sheets that gave him leverage to renegotiate with his existing bank, getting everything he wanted at no cost. Randy's focus on matching companies with conventional banks whenever possible, even when capital finance would pay higher fees, demonstrates how his business model prioritizes client outcomes over transaction volume. His internal 48-page reference guide of specialized lenders reflects decades of relationship-building across oil and gas, maritime, manufacturing, and distribution sectors. Randy's philosophy that "I don't need to work, I do this because I enjoy it" explains why 75% of his pipeline comes from Texas energy companies that conventional banks won't touch, and why he celebrates when clients find better deals elsewhere.     SHOW HIGHLIGHTS Randy turns down fund management opportunities that would pay more because accepting them would recreate the banking silos he left to escape. Trinity Bay Capital targets just three carefully selected lenders per deal instead of shotgunning 12-20 institutions, achieving 95% term sheet success rates. A construction mat company couldn't get financing because their primary assets wear out quickly, until Randy found lenders who advance directly on depreciating equipment. Randy helped a frack pipe manufacturer secure $30 million after eight conventional banks declined, simply by knowing which bank was allowed to do oil and gas deals. One client found a better deal independently, and Randy celebrated it instead of pushing his commission, telling him "as long as I can work with you, that's awesome." Randy's success fee from conventional banks is often reduced compared to capital finance companies, but he always takes clients there first because it's what they deserve.   Contact Details LinkedIn - Randy Gartz (https://www.linkedin.com/in/randygartz/) LINKSShow Notes Be a Guest About IC-DISC Alliance Randy GartzAbout Randy TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning, Randy. How are we today? Randy: We're doing great. How are you? Dave: I am doing great. Thank you. Where are you calling in from today? What part of the world are you in? Randy: Houston, Texas. Dave: Okay. Me as well. So I was just trying to think, how long have I known you? I think it's been over 20 years. Randy: It's been since the mid nineties. Dave: Has it been that long? Wow. So more like 30 years. Randy: Yes. Dave: We're getting old, my friend. Hey, I look a lot older than you did. That's subjective. So I've got some questions for you. Some I think I know the answer to, some I don't. Why don't we start? I'm a sequential learner. Let's start at the beginning. Where are you from originally? Are you from Southeast Texas? Originally? Randy: I'm an Air Force brat and I was born in El Paso, Texas. Dave: Okay. Randy: And we moved about every two years after that until I was in high school. Well, actually in high school I was at three different locations. And then starting from college on Texas a and an, I've been in Houston ever since. Dave: Why did I forget that you're in Aggie? Because where I went to school and I guess we've been able to get past that. Randy: I don't talk about that much. It's probably one of the main reasons a and m was good to me, but in my past. Dave: Yeah, no, I hear you. I'm just having fun with you. So I suppose moving every two years, that will help you learn rapport, building interpersonal skills, I suppose. Randy: Absolutely. That helped me go to city to city when I was traveling for capital finance companies and just introduce myself about a problem and just, hi, how are you? Who are you? What do you do? So yes, absolutely. Dave: So your degree from Texas a and m? Finance. Randy: Finance. And then I went to U of H and worked on an accounting degree. Dave: Okay. So what was your first job out of college? Randy: Oh, it was at credit training program for First City and Texas. Dave: Oh wow. They really had a great training program, didn't they? Randy: Two years long. Yeah, absolutely. We were working sometimes seven days a week and Saturday and Sunday the air conditioner wasn't working, wasn't on in building. And it's enough like it is today. Dave: No, I remember when I was at Arthur Anderson working one of our clients' weekends, those high rises had air conditioning on the weekends. You had to pay for it and we were not, were deemed worthy of air conditioning on the weekends. Randy: That's right. That's right. Dave: So you started out at traditional banking, Randy: Started at traditional banking, did that for about 17 years. First City and all of its precursors. First city in bank. Bank one, they finally sold to Chase. And then right after they sold to Chase, my manager at the time had gone to a capital finance company and he asked me to follow 'em. And that's when I got involved with Capital Finance. That was back in mid nineties. I enjoyed it. I enjoyed being on help companies. It wasn't like you're in silos at banks and the regulators can only allow you to do so much that there's so much more out there for companies to be able to provide them with growth capital, turnaround capital, acquisition capital that most people, most CFOs don't even know. And so I really enjoy that. I went back to conventional banking when I'm woman by the name of Mary Bass and I think you might know her. Dave: I know Mary. Yeah. Randy: She followed me for two years trying to get me to go to Redstone. Randy: Redstone was a small little bank. I didn't want to have anything to do with it. I didn't want to go to back to banking after I'd gone to Capital Finance and after two years of her calling me every two, three days a week when I was traveling three and a half weeks out of every month for four years Earth saying stuff like, rainy, where are you? When's the last time you saw your son pitch? When's the best time you were with your wife? What'd she do tonight? It's like, Mary, I'll interview. I've got to know that if I say no to this interview, you're not going to call me anymore. Well, I went on an interview, I met with David Chin Decker and he got me to go back to conventional finance and it was a good thing at the time, both he and Bob Hendrickson, who was president at the time of Redstone, had both grown up in the national division of First City's asset-based lending. Dave: That's Randy: What they were trying to bring over to this very small bank. We grew that bank from 58 million to 1,000,000,002 in three years. Dave: That is serious growth Randy: And most of those customers are still there. So it worked. But when you go on to other banks and all the silos that they have, you can't grow. You can't help companies as much as you would like if you know what's available. And I don't mean that to be mean to conventional bankers. Conventional bankers, I have all their respect or I respect them tremendously, but I just think that don't know what's still available. So Dave: It's Randy: Right going out there and trying to educate them to know, Hey listen, if you can't do this, here's what we can do. Dave: Yeah, no, I get it. And I know that as is typical in the banking business, most bankers don't serve at one bank for 40 years. There's always movement. And what I'd like to do though now is I'd like to skip forward to your May gig. I mean, I think the bottom line takeaway was your career was split between traditional corporate lending from the banker level all the way up to senior executive level. You've done the capital finance piece. It sounds like you wanted to create a new combination, new offering to the marketplace. So talk to me about what prompted you to start Trinity Bay Capital. Randy: I think, and I won't name his name, but I had just come back one day from booking an $85 million deal. I was by myself. I was doing all the settlement work. I was there for eight hours at this closing. And when I came back to the bank with all the paperwork and I walked in and I was really happy we got a large deal done, which eventually turned into a much larger deal. The first words out of my president's mouth was, Randy, any more deposits well understand. But this was a pretty good deal. And that together with all the silos that conventional banks have, the inability to do things that should be done, common sense things, but just conventional banks can do because of the regulators and because you can't put a hundred bankers out there and just let them be run out there and do everything they want to do. You can't do that makes conventional bankers conventional. But after being an capital financed group and also being at Redstone's Mezzanine and Equity Group, it taught me all the additional options that we have out there to be able to provide. So I thought at the time I was 63 years old, do I want to go to another bank? Am I tired of these silos? Yes, I am. I decided to just start my own company. I've been asked to take on funds and be able to lend our own money, but that would put me right back in the silos. Dave: Sure. Randy: I just enjoyed helping companies. It just makes me happy. And I wake up every morning, I come upstairs to my third floor office overlooking the bay and no silos, no having to sell every little credit card option that's out there. It just makes me happy. And so I know David, I don't know what I'd do if I retired. I never even considered it. I am enjoying what I'm doing now. I'm happy where I'm at and I'm happy making people happy. Dave: That is awesome. So help me understand who's like your ideal customer? What are the characteristics of the person you can help the most Randy: Fast growing companies, I mean, when you think of me as a broker, which I hate the term, there's 55,000 brokers out there. I trust five. Understood the difference. Lemme first start with the difference. The difference is that I've run credit departments, I've been on credit committees, I've been ping a bank. I know what banks can do and what they can't do. So when a bank can't do something, that is who should come to me, Dave: That Randy: Is who the banker should send me to. And it's not just because it's turnaround, it's not because they're in trouble. Maybe they're growing too fast, the lines of credit are going to be diminished, convince somebody just can't liven to leverage themselves up to the extent they need to take on the growth that they're seeing, acquisition growth where they're going to have to leverage your company with asset base collateral. Those are the type of things that we can do so we can actually help really good companies. For example, and unfortunately I say unfortunately for me it is, but 75% of my pipeline is oil and gas. I've been in Texas for 45 years. Oil and gas just follows here in Houston, Texas. And so just they call me that and maritime. So those two industries really can run our business alone. Although I would much rather have a lot of other manufacturer distribution and service companies than a lot of those companies. A lot of those CFOs owners of the companies, they have no clue what is available out there or why they can't get financing at the time. Maybe that's changing today, but at the time a lot of banks weren't allowed to venture into oil and gas. Oil and gas is a very cyclical industry, Randy: The ups and downs. If you don't do an oil and gas company in an asset based selection, you're bound to have trouble later on when the SLE falls because a lot of those assets can disappear. Randy: But on an asset based business, conventional banks can't do that. But not a lot of conventional banks are allowing their asset based lenders to do it today. So for example, I had a company that was a pipe manufacturer. They supplied from the pipe all the way to the dynamite and they had gone to eight different conventional banks, been declined every single time. When they came to me, I asked them, who'd you go to? Well, none of those guys have been to your deal because they're not allowed to. Their ownership was not allowing to do it. Took 'em to the first bank that I knew would do it, and we got that deal closed this year. A 30 million line of credit was with a $20 million accordion and well potential accordion they didn't need at the time because they were on the downhill run. But that bank knew how to do it. That bank, that lender knew how to do it. We knew who to go to. That deal got done. Dave: So let me just take a step back to make sure the audience understands. So your company doesn't actually yourself lend money. You're basically an intermediary between the capital markets, I guess primarily debt markets. Do you guys do any equity? Randy: We do some equity on the oil and gas side. I don't have that many providers on manufacturing distribution service, not oil and gas. Dave: It's mostly, yeah. And impart of what makes you unique is that you have, because of your background, you're able to match up the deal with the bank and want it simple Randy: For probably over 35 years. 35 years ago, a man by name of John Flatow at that time was at Briggs. Dave: Yeah, Randy: Put out this spreadsheet for me. And on the vertical column it had all of his customers on the horizontal column. It had everyone they could refer him to. What that did for me was realize that in the capital finance side where I was traveling throughout the United States, Canada, and sometimes Mexico, I was relating with so many financial providers and I've started taking down names and I've got a book, single page, probably 48 pages now of who does what likes, what their rates are, what their structure is. And so what makes us different than most other brokers is that, number one, I know what a bank can do and what they can't do. Randy: And when banks, we put together or I request all the financial information, all the documents that a banker would need in order that a financial officer would need, we put that together. We do our own pre-flight, which most all bankers now need to do to get credit to allow them to offer term sheets. We decide where the risk level is of each one of our customers after we decide if we can help 'em or not. Some customers don't have cash flow, they don't have collateral. Those two items combined make it a tough deal, impossible deal to do. But if they haven't waited too long, they're still survivable. There's so many options. We put together a pre-flight and then I go to that book and then we decide three up to three opportunities to take these financial providers. The difference between most brokers is most brokers don't know what they're looking at, don't know what's available, and they just chunking it out to 12 or 20 different institutions hoping something sticks. Randy: We go to three 95% of the time, we'll get three term sheets. Those are going to be at the right rate that the customer deserves and they're going to be the right structure. And then we take the closing and after closing, we help them negotiate or before closing, we help them negotiate the documents. We help 'em negotiate their term sheet and we get them through the entire process. Because most CFOs, well, I'm not going to say most, it's surprising how many CFOs don't know what's possible, don't know why a conventional bank can't help them and don't know why this other opportunity that's going to be 2% higher or more if the company's risk level is higher, why they have to do that. Many times, David, we'll have someone say, no, we're not going to take any of those term sheets. They're just too high. That that just doesn't make any sense to us. The structure's too tough, the administration's too tough. Okay, well get to more banks, go to more conventional banks, see if you can get your loan and if you can't come back, and that's where it's an education. It's an education that these CFOs need to go through it and they need to understand it to instruct their owners why they're doing what they're doing. Dave: And so you only get paid if you're able to successfully, Randy: We only get paid at closing at the closing table. We'll either obtain a success fee if it goes to conventional bank because if it goes to conventional bank, that's where I'm going to take it. That's what the client deserves. And it's always going to be a lower rate. It's always going to be less administration. And if I can do that, that's a win. Even though our fees are a lot of times going to be reduced because it's going to conventional bank and for that banker to be competitive, they can't pay our full fee. But if it goes to a capital finance company, the capital finance company is who's going to pay us. So the other doesn't have to pay us. If it goes to a capital finance company Dave: And if it goes to a bank are they Randy: Say bank, we need a success fee agreement Dave: From the Randy: We're going to be able to invoice the bank and at closing they'll pay us. Dave: Okay. So my listeners like stories. So let's talk about some examples. And again, I'm sure the client name will be anonymous, but give us just some stories to give us a sense of the types of deals that you guys can do. Randy: David, I'm going to throw out one that you referred to me yourself in front of some of your clients Dave: And Randy: We had a nice little discussion and at a later date, one of your clients called me for help. Dave: Yep, I know who you're talking about. Randy: Well, what we ended up doing is finding three other banks that could have helped him. Conventional banks. The client was definitely bank worthy, but his existing bank wasn't really working with him as much as they should have. While the client wanted the release of his personal guarantee at the size level that he was at, I had to educate him and convince him that since you're making every decision, you rule the company, you can do whatever you want to do with the company. They're going to want your personal guarantee to make sure that you stay in long. Randy: But that on the side, he deserved everything. He was, everything else he was asking for. He deserved a lower rate. He deserved a re amortization. So when he received the three term sheets that we provided him from other conventional banks, he went back to his existing bank and said, this is what I've got. And he got everything he was asking for the release of his personal guarantee. Well, he offered to pay me. There was nothing I could, I didn't do much. I didn't do anything extraordinary. It didn't take long to realize who he should be working with. So no charge. He went back to his original bank, got what he wanted and everybody's happy. So that's point. Dave: I know he was very appreciative of that. And that really goes to show the power or the ability you have to help clients. I mean, you effectively made a couple phone calls, I'm simplifying it, but you reached Randy: Out, it wasn't much more. Dave: You reached out to a couple people. You told 'em, Hey, this is a bankable deal. Their current banks may be taking advantage of 'em or doesn't see how bankable they really are, and this may be an opportunity for you. They threw out some turn sheets that was a wake up call for his current bank and they went ahead and because of the leverage he had of the other term sheets, his current bank suddenly became more reasonable Randy: And for no cost at all. He didn't have to get any appraisals, he didn't have to go through the underwriting process. The existing bank helped him. And yeah, bank that he was at is known as one of the most conventional banks in Texas. That's where he deserved to be because he deserved it. Dave: And I know of which bank you speak. Okay, well that's helpful. What about a deal, an example of somebody who wasn't as bankable and yet to go to the capital finance markets. Do you have an example of a deal like that? Randy: Sure. And it's not just because, I mean the company was doing well, but they were a provider of construction mats. So in other words, utilities are being put in, it's really muddy. It's been rainy. They provide their huge construction mats, large yellow equipment can go over, can drive over and not get stuck in the mud. Those mats are not that usable as collateral because they wear out real quick. Sure, sure. So who's going to do that? So we found a few companies that were willing to advance on those mats directly. Their existing company wasn't, their existing bank was not going to give them any more availability. If this company is growing and once we found them additional availability, the company has been able to grow. It's been able to find additional equity if they want it because once it started growing, they exists, said, I'm happy you're uncle and hunting. So they didn't want to do everything that we expected them to do was to go out and acquire other companies. We could have helped 'em grow to 200, $300 million. Dave: I've got you. Randy: Leon owner Dave: Just wasn't interested in Randy: All of a sudden the pressure was off his shoulders. I've got a great family, everything's taken care of. We're good. Dave: Okay. Randy: Now the issue with that is during the next dry season, he's not going to have the working capital to continue what he's doing. Dave: Right, right. Randy: He'll come back. Dave: Yeah. Randy: We expect that he'll come back. Dave: Okay. Randy: Is that what you were looking for? Dave: Yeah, yeah. Yeah. So I think you've kind of answered this question indirectly, but let me just ask you directly. So what is it that you enjoy the most about serving your clients in this capacity with your own gig? What do you enjoy the most about it? Randy: Well, even in my conventional bank days, I've always enjoyed ringing the bell and a deal gets done when we get a customer what he wants. And that is always endless. A struggle thing I can do. Dave: Yeah. Yeah. I knew that's what you were going to say. I know you John Flatow me, my wife. I mean we all relish serving customers in helping solve business problems for them. So that answer does not surprise me. Randy: Great. Dave: So that's coming from your perspective, what makes you different? What do your clients tell you about what makes you different? What are some feedback you've had from your clients? Randy: Well, we have an existing client right now that we're going to help him get purchase order financing Dave: And Randy: We're going to provide him an asset base loan and they purchase order facility on the side. And he found a conventional bank that agreed to do his deal that no other conventional bank would ever done at a fantastic rate, gave him 15 million instead of the 5 million he was asking for. Dave: Wow. Randy: Yeah. But he went there and he called me to tell me, Randy, I'm sorry I got bad news for you. I said, no, you found a great deal. As long as I can work with you. That is awesome. We'll get you the PO financing you take care of closing that deal at that bank and if they can't service it in the future, we'll take you back to through the banks that want to do it. Fact. That's great. That's still fine. So before he hung up, he said, Randy, you've really surprised me. I knew you wanted the sale of the asset based loan, but you're happy for me. You got the deal you wanted. I don't need to work. I do this, I enjoy it and it's I going to get the company the best thing I can get 'em. That kind of goes back to why did I start my own company, the stand my own company? Because conventional banks can't always do the common sense thing that the company means or we're doing it here. Dave: No, that is awesome. Yeah. I remember when you reached out to me and you started, I remembered thinking what a great fit, what great service you're offering that you're able to bring all of your expertise and because really what they're paying you for isn't your time, it's your knowledge is what they're really paying you for. They're not paying you for your time to reach out to 20 banks. A less the experienced person would do it is like the joke about the factory machinery that was down and they called in an engineer the story and he looked at it and he turned one screw, like half a turn and then gave him a $10,000 invoice and the owner was flabbergasted, why so much money? I need a detailed invoice. And his detailed invoice was turning the screw $1, knowing which screw to turn, $9,999. It's kind of the same way. Right? They're really paying you for your knowledge and your relationships, right? Randy: Correct. Absolutely. Dave: So what else, as we're kind of wrapping up here, what did I not ask you that you wish I had or I should have asked you? Randy: David, you're very good at what you do. You've asked me all the right questions. I've been able to tell you what we offer, why we're different, what we do. You've covered it. Okay, Dave: Well good. Well, I know you have helped many of my clients over the last 30 years in all of your different capacities, so I just wanted to thank you for that. You've always made me look good with my clients when I say, Hey, let me introduce you to Randy. Randy will take care of you. And that always makes me look good like this client, you had mentioned that you basically gave him leverage to renegotiate with his current bank. He'd been working on this problem for years and just was kind of hitting a wall because he sensed he could get a better deal, but he didn't really know how to go about that. He didn't really have the time and he didn't know if he just starts in the Yellow Pages. Well, I guess we don't have the yellow pages, but just starting at the eighties and just start calling all the banks. And then the problem is who you call at each bank. You can't just go to a retail branch and talk to the retail branch manager. So yes. Anyway, I appreciate over all these years you making me look like a star. Randy: You are one. David, I promise. Thank you for this opportunity. Dave: So I've got just one, two more questions and they're both fun. One is, if you could go back in time and give some advice to your 25 or 30-year-old self, what advice might you give to yourself Randy: And do what I'm doing now earlier? Dave: Yeah. That's the number one answer I get from my entrepreneur clients because almost, or my guest, almost all my guests had a similar path. They didn't just graduate from college and start their business. They didn't know, they didn't have any experience that always worked for somebody else for a while. Then they went on their own and they always have the same regret. They wish they'd been more courageous and done it sooner. So last one more. We're in Texas TexMex or barbecue? Randy: TexMex. Dave: Yeah. Randy: But worthy, I'll probably have both every week. Dave: Yeah. What's really good is if you find a place that's got great brisket tacos or brisket enchiladas, that kind of gives you a sense of both. So here's what a guest told me that I would have to agree with. He said it depends if it's average, I'm going to take the Tex-Mex. He goes, if I know that the option is too the barbecue place that's exceptional, and a Mexican restaurant that's exceptional, I take the barbecue because he said Tex-Mex has more capacity, more tolerance for average use, right? I mean, average Tex-Mex is still good, but average barbecue, not so much. Randy: I agree you 100%. Dave: That is great. Well, Randy, I really appreciate you taking time and I'm really excited to hear about what you're doing now and hopefully this episode will cost some people to reach out to you. We'll have your contact information in the show notes. So thanks again, Randy. Really appreciate it. Randy: Thank you David. Really appreciate it. Dave: There we have it. Another great episode. Thanks for listening in. If you want to continue the conversation, go to ic disc show.com. That's IC dash D-I-S-C-S-H-O w.com. And we have additional information on the podcast archived episodes as well as a button to be a guest. So if you'd like to be a guest, go select that and fill out the information and we'd love to have you on the show. So it we'll be back next time with another episode of the IC Disc Show. Special Guest: Randy Gartz.

Most CFOs don't start their careers directing Shakespeare. Scott Drummond did. Now CFO at REIQ, Scott sits down with Sumith to unpack his unusual journey from theatre to finance. He reckons the skills that made him a good director – proper listening, bringing out the best in teams, seeing the big picture – are exactly what CFOs need today. They also dig into what finance transformation actually looks like in a membership organisation, how to manage AI without the panic, and why Scott sees his role as "the backstop in baseball." Worth a listen if you're interested in how people end up where they are.Thanks for tuning in to Books to the Boardroom! If you enjoyed today's episode, take your leadership journey further:

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Trust isn't a “soft” metric—it's the conversion engine. Buyers don't buy products first; they buy us, then the solution arrives as part of the package. Below is a GEO-optimised, answer-first version of the core human-relations principles leaders and sales pros can use today.  How do top salespeople build trust fast in 2025? Start by listening like a pro and making the conversation about them, not you. When trust is low, buyers won't move—even if your proposal looks perfect on paper. The fastest pattern across B2B in Japan, the US, and Europe is empathetic listening that surfaces goals, constraints, and internal politics. Post-pandemic norms (hybrid work, async decisions) mean you must read what's said and what's unsaid: tone, pauses, body language on Zoom, and email subtext. In enterprise sales, this shifts you from “pitching” to “diagnosing.” You become the buyer's trusted business advisor—especially in consensus-driven cultures like Japan where ringi and nemawashi favour rapport and patience over pressure. Do this and high-stakes deals stop stalling because stakeholders finally feel safe to share the real blockers.  Do now: Open with one agenda question—“What outcome matters most by [date]?”—then listen without interrupting for 90 seconds. What questions reliably open buyers up? Use simple, human prompts that invite stories. Who have they worked for? What was it like? Where's the office? When did they start? Why choose this company? What do they like most? These “Who/What/Where/When/Why/How” prompts turn small talk into signal, revealing priorities (speed vs. safety), risk appetite, and decision cadence. Across SMEs, startups, and multinationals, these prompts work because they're culturally neutral, non-intrusive, and buyer-centred. In APAC, they respect hierarchy; in the US, they feel pragmatic; in Europe, they invite thoughtful context. The goal isn't to interrogate—it's to let people talk about themselves while you capture needs, metrics, and names of influencers you'll later engage.  Do now: Prepare six openers on a card; ask two, go deep on one, and mirror key phrases back. How do I remember personal details without being awkward? Use the “Nameplate → House → Family → Briefcase → Airplane → Tennis Racquet → Newspaper” memory chain. Visualise a giant nameplate smashing into a bright house; inside, a baby with a briefcase pulls out an old plane; its propellers are tennis racquets threaded with rolled newspapers. Each hook cues a safe, human topic: name, home, family, work, travel, hobbies, and industry news. This light mnemonic keeps first meetings natural across cultures. In Japan, it supports relationship-first norms (meishi exchange, hometown ties). In the US/EU, it avoids prying while still finding common ground (sports, routes, recent sector headlines). Use tact and sequence flexibly; skip topics if they feel private. The point is to remember them so follow-ups feel personal, not transactional.  Do now: Before calls, jot the seven cues; after calls, log one fact per cue in your CRM. What if I don't know the buyer's interests yet? Keep asking—then mirror their language and frame benefits in their terms. Early on, many buyers withhold interests until they decide you're trustworthy. That's normal. Persist with respectful questions, then translate features into “so-whats” they already value: uptime for CTOs, cycle-time for COOs, compliance for CFOs, psychological safety for HR. As of 2025, complex deals involve multi-threading (RevOps, Legal, IT, Security). Tailor each touch: startup CTOs want velocity and unit economics; enterprise VPs want risk mitigation and stakeholder alignment; Japanese heads of division may prioritise harmony and precedent. The win is relevance—your proposal reads like their strategy memo, not your brochure.  Do now: After each meeting, write one line: “They care most about ___ because ___.” Lead with that next time. How do I make someone feel important—without manipulation? Spot real wins and praise them sincerely and specifically. Most professionals get little recognition. When you catch people doing something right—clear brief, crisp data, fast feedback—name it. Never over-flatter; buyers detect tactics instantly. The goal is dignity, not drama. Practical example: “Your timeline reduced rework across Legal and IT—that saved us both weeks.” In Japan, sincere appreciation that acknowledges team effort (not just the individual) lands better; in the US, direct credit energises champions. Across sectors (SaaS, manufacturing, services), this fosters reciprocity and deepens trust far faster than discounts ever can.  Do now: In your next email, add one honest, specific thank-you sentence linked to a business outcome. What should leaders systemise so this sticks? Bake these principles into playbooks, onboarding, and CRM hygiene. Codify the seven memory cues, the open-question matrix, and a “buyer interest” field in CRM. Coach for silence (count to three before replying). Review call snippets for interrupt rate and question balance. Reward teams for discovery quality, not just revenue. Executives at firms from startups to conglomerates can run fortnightly “deal trust reviews”: is the sponsor heard, interests mapped, and recognition given? In Japan, align with nemawashi—map stakeholders and pre-wire decisions. In the US/EU, pressure-test value hypotheses with RevOps and Finance. Consistency beats charisma.  Do now: Add three fields to your CRM today—Interests, Stakeholders, Recognition Given—and make them required. Conclusion When you listen deeply, speak in the buyer's interests, and recognise people sincerely, you stop selling and start being chosen. Make this your firm's operating system and watch cycle times shorten and referrals grow.  FAQs Isn't this just “be nice” advice? No—these behaviours reduce friction, surface risks early, and accelerate consensus, which shortens sales cycles.  Do these tips work in Japan? Yes—especially the memory chain and sincere group-focused recognition, which fit relationship-first norms.  How do I measure progress? Track interrupt rate, number of stakeholder interests captured, and instances of specific recognition logged in CRM. Next Steps Add the seven-cue mnemonic and open-question set to your onboarding. Require “Interests” and “Recognition Given” fields in every opportunity. Coach teams to wait three beats before replying on calls. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed widely by executives seeking success strategies in Japan. 

If you're a business owner struggling to secure the capital you need to grow, this episode is for you. Tyler Chisholm sits down with Anthony D. Almeida, CEO of The Unbankers, to talk about what it *really* means to be finance-ready—and why so many small and mid-sized businesses are left behind by traditional banks. With over 25 years in the trenches of corporate finance, Anthony shares how his team steps in to support businesses seeking loans under $10M—especially those scaling fast, acquiring competitors, or managing complex turnarounds. From the critical role of fractional CFOs to building forward-looking financial models, Anthony offers a rare, behind-the-scenes look at what lenders actually want—and how to plan for capital before you need it. For leaders tired of hearing “no” from the banks, this episode introduces an alternative path built on relationships, strategy, and deep operational insight.In this episode:What it means to be an Unbanker and why that mattersWhy traditional banks are stepping away from sub-$10M dealsHow The Unbankers fill the financing gap with hands-on, operationally-savvy supportInsights into asset-based vs. cash-flow lendingThe increasing role of fractional CFOsWhen and how to start preparing for financingLending market comparisons between Canada and the U.S.What industries Anthony loves to work with—and which ones they steer clear ofWisdom bombs:"You're not as finance-ready as you think you are." – Anthony D. Almeida"Noah built the ark before it rained. That's how you need to think about your business finance strategy." – Anthony D. Almeida"Lenders will look at your cash flow as an asset. If it's strong and predictable, that tells a compelling story." – Anthony D. Almeida"Business plans aren't just for the lenders; they're how you articulate your vision to yourself." – Anthony D. AlmeidaFor the Extra Curious:Learn more about The Unbankers: https://www.unbankers.comExplore the rise of fractional CFOs: https://www.cfoshare.orgGuide to being finance-ready: BDC's Business Loan Checklist: https://www.bdc.ca/en/articles-tools/money-finance/get-financing/business-loan-application-checklistOverview of cash flow-based lending: Investopedia on Cash Flow Lending: https://www.investopedia.com/terms/c/cash-flow-lending.aspUnderstanding asset-based lending: NerdWallet Guide: https://www.nerdwallet.com/ca/business/asset-based-lendingThis episode is brought to you by clearmotive marketing. When it comes to marketing that truly matters to your business, clearmotive is your go-to partner. With a proven track record of more than 15 years, they understand what makes your business tick. Learn more at https://www.clearmotive.ca and discover how clearmotive can help your marketing thrive.We're on social media! Follow us for episodes you might have missed and key insights on Western Canada directly on your feeds.Instagram: https://www.instagram.com/collisionsyycLinkedIn: https://www.linkedin.com/company/collisions-yycYouTube: https://www.youtube.com/@collisionsyycWebsite: https://www.collisionsyyc.comThank you for tuning into Collisions YYC!Remember to subscribe and follow us on Spotify and Apple Podcasts so you never miss an episode.If you loved the episode, please leave us a 5-star review and share the show with your friends! These things really help us reach more potential fans and share everything that's amazing about Western Canada.We sincerely appreciate your support of our local podcast.Host links:Tyler's website: https://www.tylerchisholm.comTyler's LinkedIn: https://www.linkedin.com/in/tylerchisholmGuest links:Anthony De Almeida's LinkedIn: https://www.linkedin.com/in/anthony-de-almeida-726123aThe UnBankers' Website: https://www.theunbankers.comThe UnBankers' Facebook: https://www.facebook.com/theunbankers/The UnBankers' Instagram: https://www.instagram.com/theunbankers/Collisions YYC is a Tyler Chisholm original production // Brought to you by clearmotive marketing

In this episode, CJ sits down with Brandon Sullivan, CFO at 2X, to unpack one of the most enduring tensions in business — the uneasy relationship between finance and marketing. From the myth of clean ROI to the chaos of martech spend, Brandon explains why measuring marketing impact is far harder than most CFOs think, and how spreadsheet logic can lead to bad decisions. He shares what it's like to run finance inside a 1,200-person marketing org, why cutting too deep in downturns can backfire, and what it takes to actually bridge the gap between teams that speak different languages. Along the way, he reveals lessons from scaling 2X across time zones, building global reporting rhythms, and redefining how finance and marketing can finally pull in the same direction.—LINKS:Brandon Sullivan on LinkedIn: https://www.linkedin.com/in/brandonsullivan2x/2X: https://2x.marketing/CJ on X (@cjgustafson222): https://x.com/cjgustafson222Mostly metrics: https://www.mostlymetrics.com—RELATED EPISODES:From Facebook's Hypergrowth to Daffy's Disruption: A CFO's Playbook for Saying Yes—TIMESTAMPS:(00:00:00) Preview and Intro(00:02:28) Sponsor – Aleph | Rillet | Fidelity Private Shares(00:05:55) Behind Enemy Lines: Finance Meets Marketing(00:07:00) Why CFOs and CMOs Clash(00:08:12) The Myth of Marketing ROI(00:10:19) Why Marketing Is So Hard to Measure(00:11:23) The Single Source of Truth Problem(00:15:29) Sponsor – Mercury | RightRev | Tipalti(00:19:35) The Three Buckets of Marketing Spend(00:21:26) The Long-Term Cost of Cutting Program Spend(00:23:27) How AI and ChatGPT Are Changing Marketing Attribution(00:25:43) Building a Modern Finance Team(00:27:55) The First-Time CFO Learning Curve(00:31:05) From Solo Operator to Scaled Finance Org(00:32:41) Why Weekly Reporting Beats Monthly Reviews(00:40:10) Working with Private Equity Partners(00:43:43) The Founding Story of 2X(00:48:12) Running a Global Team Across Time Zones(00:54:00) Long-Ass Lightning Round(00:57:00) Advice to Younger Self(00:58:58) Finance Stack and Craziest Expense Story(00:59:58) Credits and Sign-Off—SPONSORS:Aleph automates 90% of manual, error-prone busywork, so you can focus on the strategic work you were hired to do. Minimize busywork and maximize impact with the power of a web app, the flexibility of spreadsheets, and the magic of AI. Get a personalised demo at https://www.getaleph.com/runRillet is the AI-native ERP modern finance teams are switching to because it's faster, simpler, and 100% built for how teams operate today. See how fast your team can move. Book a demo at https://www.rillet.com/metricsFidelity Private Shares is the all-in-one equity management platform that keeps your cap table clean, your data room organized, and your equity story clear—so you never risk losing a fundraising round over messy records. Schedule a demo at https://www.fidelityprivateshares.com and mention Mostly Metrics to get 20% off.Mercury is business banking built for builders, giving founders and finance pros a financial stack that actually works together. From sending wires to tracking balances and approving payments, Mercury makes it simple to scale without friction. Join the 200,000+ entrepreneurs who trust Mercury and apply online in minutes at https://www.mercury.comRightRev automates the revenue recognition process from end to end, gives you real-time insights, and ensures ASC 606 / IFRS 15 compliance—all while closing books faster. For RevRec that auditors actually trust, visit https://www.rightrev.com and schedule a demo.Tipalti automates the entire payables process—from onboarding suppliers to executing global payouts—helping finance teams save time, eliminate costly errors, and scale confidently across 200+ countries and 120 currencies. More than 5,000 businesses already trust Tipalti to manage payments with built-in security and tax compliance. Visit https://www.tipalti.com/runthenumbers to learn more.#RunTheNumbersPodcast #FinanceVsMarketing #CFOInsights #MarketingROI #BusinessStrategy This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cjgustafson.substack.com

You have about ten seconds to grab a prospect's attention on LinkedIn. If you're spending more time scrolling than positioning yourself as a thought leader, you're not using your profile to its full potential. Here's how to turn it into the perfect “first discovery call.”Profile Positioning· If you go back to episodes 1941 and 1088 with Brynne Tillman, you'll hear her explain why it's time to move past the resume mentality.· Your profile is prime real estate. Start with a compelling banner that clearly shows who you help and how. Use a professional, up-to-date photo, and try LinkedIn's name pronunciation feature to add a personal touch.Headline & About Section· Craft a headline that's punchy and credibility-building—skip the job title and highlight the value you deliver.· In your About section, speak directly to your ideal client's pain points. Use storytelling and short testimonials to build trust and connection.Target and Engage· Create micro-lists for targeted outreach—CFOs, CEOs, COOs—so you can personalize your messaging around real problems.· Before pitching a meeting, engage thoughtfully with your prospects' posts to build rapport and show genuine interest in their needs.Homework Challenge· Update your banner, headline, and profile photo. Rewrite your About section to focus on the problems you solve, and build a micro-list of prospects. · Also, don't forget about using my LinkedIn Sales Navigator trial to jump-start your outreach.“Your profile needs to be a lead-generating tool. It needs to attract prospects; they need to see it. And within five seconds, know what you have to offer.” - Donald Kelly.ResourcesIf you want to try LinkedIn Sales Navigator, start your 60-day trial here. My LinkedIn Prospecting Course will show you exactly how to start attracting more prospects right away. And don't forget to connect with me on LinkedIn!Sponsorship Offers1. This episode is brought to you in part by Hubspot.With HubSpot sales hubs, your data tools and teams join a single platform to close deals and turn prospects into pipelines. Try it for yourself at hubspot.com/sales.2. This episode is brought to you in part by LinkedIn.Are you tired of prospective clients not responding to your emails? Sign up for a free 60-day trial of LinkedIn Sales Navigator at linkedin.com/tse.3. This episode is brought to you in part by the TSE Sales Foundation.Improve your connection on LinkedIn and land three or five appointments with our LinkedIn prospecting course. Go to the salesevangelist.com/linkedin.CreditsAs one of our podcast listeners, we value your opinion and always want to improve the quality of our show. Complete our two-minute survey here:

Hosts: Lalo Solorzano & Andy Shiles Guest: Simran Dalvi – Duty Drawback Specialist, CITTA Customs Brokers Published: October 2025 Presented by: Global Training Center

In this special episode of Future Finance, hosts Paul Barnhurst and Glenn Hopper explore how AI agents and productivity tools like Excel's newest features are transforming the finance function. They contrast grassroots, employee-led innovation with large-scale, enterprise-driven AI projects, offering practical guidance and examples from their own experiments.Expect to Learn:The difference between top-down and bottom-up AI deployments in organizationsWhy “shadow AI” and “secret cyborgs” are redefining workplace productivityThe crucial role of change management in enterprise AI adoptionWhat Excel's new AI agent can (and can't) do for financial modelingGlenn Hopper and Paul Barnhurst deliver an insightful look into how AI is reshaping the finance profession, from enterprise-wide transformations to individual experimentation. Their discussion on agents, automation, and Excel's evolving capabilities highlights how innovation and adaptability are redefining what it means to be a modern finance leader in a technology-driven world.Join hosts Glenn and Paul as they unravel the complexities of AI in finance:Follow Glenn:LinkedIn: https://www.linkedin.com/in/gbhopperiiiFollow Paul: LinkedIn - https://www.linkedin.com/in/thefpandaguyFollow QFlow.AI:Website - https://bit.ly/4i1EkjgFuture Finance is sponsored by QFlow.ai, the strategic finance platform solving the toughest part of planning and analysis: B2B revenue. Align sales, marketing, and finance, speed up decision-making, and lock in accountability with QFlow.ai. Stay tuned for a deeper understanding of how AI is shaping the future of finance and what it means for businesses and individuals alike.In Today's Episode:[00:22] - Top-Down vs Bottom-Up AI Adoption & Excel Agents[01:26] - Building a Personal AI Agent[04:01] - Top-Down vs Bottom-Up AI Strategy Explained[06:41] - Change Management in AI Projects[08:42] - Bottom-Up AI: Enable Use, Ensure Safety[11:10] - Excel's 40th Anniversary[17:13] - Evaluating Excel's DCF Output[18:23] - Final Thoughts and Takeaways

What if the reason HR isn't influencing strategy… is because it's looking in the wrong direction? That's the powerful idea Jenny Dearborn - Chief People Strategy Officer at BTS and co-author of The Insight-Driven Leader - unpacks with host David Green in this episode of the Digital HR Leaders podcast. Drawing on her experience as a senior HR leader in some of the world's biggest companies, Jenny makes the case for a bold shift: from reactive, rear-view reporting to forward-looking, insight-driven action. Join them, as they explore: Why “data-driven” HR often falls short, and what insight-driven really means The risks of relying on outdated metrics that don't influence business decisions What CEOs should be demanding from HR leaders How top organisations are transforming HR into a strategic, insight-generating function What it looks like when HR operates like a product organisation How CHROs can build trusted partnerships with CFOs and CIOs If you're ready to unlock the true strategic potential of your HR function, this is a conversation you don't want to miss. This episode is sponsored by TechWolf. TechWolf helps enterprises get fast, accurate, and actionable skills data—without surveys. From identifying the skills your workforce has, to mapping what they need, TechWolf's AI integrates seamlessly with your existing systems to turn messy data into strategic advantage. Learn more at techwolf.com Hosted on Acast. See acast.com/privacy for more information.

In this episode of the Payments Podcast, Paul McMeekin chats with Jeff Feuerstein of Bottomline about the major shifts in B2B payments - from tackling fraud and enhancing supplier partnerships to leveraging AI and integrated tech. Discover how networks are transforming the payment ecosystem and why CFOs must rethink their payment strategies.

Check out Mostly Growth and get episodes early. Available on all platforms.* YouTube* Spotify* AppleConference season is back, and CJ and Kyle are swapping stories from the stage—how to nail a keynote, whether conferences are worth the money, and why your walkout song matters more than you think. From there, they dig into a new a16z report revealing where AI startups are actually spending their dollars, and CJ shares results from his summer survey showing that CFOs talk a big game about measuring AI ROI—but nobody knows how to do it. The crew also unpacks how SaaS companies like Slack are bundling AI into their products and hiking prices, before spiraling into a late-night “potentially reliable” rabbit hole featuring a Soviet pole vaulter, beat-and-raise forecasting, and J. Edgar Hoover. They close with lessons on pricing in the real world (yes, Amsterdam's architecture is involved) and one experiment CJ tried this week.Timestamps:00:00 Preview and Intro02:03 Walkout Songs & Kicking Off Conference Season04:12 Sponsored Segment — Metronome05:16 How To Give a Great Keynote and Not Bore the Room11:16 Are Conferences Worth the Money16:02 What AI Companies Are Actually Paying For — The a16z Report21:56 Summer Survey Results: The Elusive ROI of AI23:56 Why No One Knows How To Measure ROI on AI29:38 SaaS Companies Forcing AI — Bundling, Pricing, and Pushback35:32 A Potentially Reliable Thing I Read at 2 AM36:02 Soviet Pole Vaulter, Beat-and-Raise Forecasting & Hoover's Borders41:02 Pricing in the Real World — Lessons from Amsterdam's Skinny Houses44:37 Something I Tried This Week — FixyerEpisodes Referenced: ⁠Are You Bad at LinkedIn… or Is the Algorithm Lying?⁠⁠Why Founders Are Posting Sad Dinners⁠Links:⁠⁠⁠https://www.getmobly.com/⁠⁠https://a16z.com/the-ai-application-spending-report-where-startup-dollars-really-go/⁠⁠https://www.growthunhinged.com/p/how-to-nail-your-next-big-talk⁠⁠https://www.leahtharin.com/p/113-vincent-pierri-how-to-deal-with⁠⁠https://www.freepik.com/⁠⁠https://cluely.com/⁠⁠https://www.mostlymetrics.com/p/it-was-the-summer-of-25⁠⁠https://www.crescendo.ai/⁠⁠https://www.linkedin.com/posts/justintropic_slack-just-raised-prices-125-by-forcing-activity-7379132597009870848-XI6N/⁠⁠https://www.mostlymetrics.com/p/what-a-soviet-era-pole-vaulter-can-teach-us-about-beating-and-raising⁠⁠https://www.nytimes.com/1972/05/03/archives/j-edgar-hoover-made-the-fbi-formidable-with-politics-publicity-and.html⁠⁠https://www.reddit.com/r/todayilearned/comments/73vh2j/til_that_the_dutch_government_once_enforced_a_tax/⁠⁠https://www.clearspaceliving.com/blog/why-dutch-stairs-are-so-steep/⁠⁠https://mjwrightnz.wordpress.com/2012/10/28/amsterdams-taxing-narrow-houses/⁠⁠https://www.fyxer.com/Today's podcast is brought to you by MetronomeYou just launched your new AI product. The new pricing page looks great. But behind it? Last-minute glue code, messy spreadsheets, and running ad-hoc queries to figure out what to bill. Customers get invoices they can't understand. Engineers are chasing billing bugs. Finance can't close the books.With Metronome, you hand it all off to the real-time billing infrastructure that just works—reliable, flexible, and built to grow with you. We turn raw usage events into accurate invoices, give customers bills they actually understand, and keep every team in sync in real time.Whether you're launching usage-based pricing, managing enterprise contracts, or rolling out new AI services, Metronome does the heavy lifting so you can focus on your product, not your billing.That's why some of the fastest-growing companies in the world, like OpenAI and Anthropic, run their billing on Metronome.Visit metronome.com to learn more. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cjgustafson.substack.com

In this episode of Planning Aces, host Jack Sweeney and resident thought leader Brett Knowles explore how finance leaders are approaching AI's early returns—balancing efficiency, experimentation, and human judgment. CFO Craig Foster of Pax8 discusses how AI enablement is driving measurable productivity gains. CFO David Obstler of Datadog reflects on finding ROI amid rapid innovation and market demand. And CFO Ben Gammell of Brex shares why forecasting still requires human intuition despite data-driven progress. Together, their insights reveal a spectrum of FP&A strategies defining the modern CFO's mindset toward AI adoption and business transformation.Brett Knowles' Key TakeawaysBrett Knowles observes that finance leaders are positioning themselves along a broad continuum—from bold experimentation to cautious skepticism—when it comes to AI in planning. He notes a shift in tone: CFOs are now openly discussing productivity gains and cost efficiency rather than avoiding them. Knowles cautions against overreliance on ROI metrics, emphasizing instead disciplined cost management, pragmatic experimentation, and the evolving role of finance in navigating technology-driven transformation.

This week, I sat down with Minou Clark, CEO of RealSelf, to talk about leadership, culture, and why creativity is the secret weapon in business. Minou's journey is anything but traditional. From theater major to running digital growth at BuzzFeed, PopSugar, People, Yahoo, and Paris Hilton's 11:11 Media, before stepping into the CEO role at RealSelf.We cover entrepreneurship, digital strategy, and what it really means to lead with empathy. Minou shares how her theater background shaped her leadership style and built her emotional intelligence, and why she treats interns, CFOs, and board members exactly the same, holding radical transparency as her rule. She talks about rebranding RealSelf to modernize the experience while keeping its loyal community at the center, and why companies that resist change get left behind. We also dig into the gap between corporate excitement about AI and consumer distrust, and Minou's long-term vision for RealSelf beyond aesthetics to include wellness, nutrition, and mental health.If you're building a brand, leading a team, or just want to understand how empathy and bold change fuel real growth, this episode is packed with insights you can use. Listen now for lessons on leadership, digital growth, and why being authentic is the best strategy.

Today, Shannon dives into the crucial differences between a bookkeeper and a fractional CFO, revealing why scaling businesses should consider the latter. Shannon explains how fractional CFO services provide deeper insights, strategic decision-making, and future-focused projections that surpass what a bookkeeper or an in-house accountant can offer. With compelling arguments and real-world examples, Shannon highlights the value and cost-effectiveness of hiring a fractional CFO to drive business growth.   What you'll hear in this episode: [0:45] The Value of a Fractional CFO [01:20] Comparing Bookkeepers and CFOs [05:15] The Role of a Controller [07:00] Why Fractional CFOs Are Cost-Effective   If you like this episode, check out: Ways to Maximize Customer Value I Hired My Husband - Here's Why Your Finance Hire - Dos and Don'ts   Learn more about our CFO firm and services: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein Watch full episodes: https://www.youtube.com/channel/UCMlIuZsrllp1Uc_MlhriLvQ Follow along on IG: https://www.instagram.com/shannonkweinstein/   The information contained in this podcast is intended for educational purposes only and is not individual tax advice. We love enthusiastic action, but please consult a qualified professional before implementing anything you learn.Fractional CFO vs. Bookkeeper - What Do I Need?

At SuiteWorld 2025, the NetSuite Podcast welcomed Tim Naddy, vice president of finance at the Savannah Bananas, and Nick Araco, founder of CFO Alliance, for a dynamic conversation on finance leadership, innovation, and growth. Together, they shared how bold financial strategies can fuel creativity while keeping the business sustainable. Tim discusses what makes the Savannah Bananas more than a baseball team—how they scaled from selling just a few tickets to selling out major league stadiums nationwide, while also running merchandise, media, and live entertainment operations. He explains how NetSuite provides the foundation to manage multiple revenue streams and operational complexity while maintaining focus on fans and growth. Nick reflects on building CFO Alliance into a trusted network for finance leaders and shares how CFOs are navigating today's toughest challenges—from scaling globally to embracing AI. Both guests emphasize the importance of CFOs as storytellers who must balance data-driven insights with clear communication to drive organizational impact.

Finance leaders know the struggle of managing endless spreadsheets, juggling data from every corner of the business, and trying to plan for a world that changes by the hour. In this episode, I talk with Julio Martínez, Co-Founder and CEO of Abacum, about how his team is helping finance professionals move from reactive reporting to confident, real-time decision making. Abacum was recently named the fastest growing tech company in Spain by Deloitte after increasing revenue by 6,733 percent in just four years. Julio shares the story behind that growth and explains how finance teams are transforming from back-office operators into true strategic partners. He describes how Abacum's platform helps CFOs and FP&A teams create accurate forecasts, automate manual work, and build scenario models that answer “what if” questions in minutes instead of days. We also talk about the role of AI in finance and why current large language models are not yet reliable enough for quantitative use cases. Julio discusses the need for precision, the importance of a human in the loop, and how new hybrid approaches are shaping the future of financial planning. From Barcelona to New York, his journey reflects the global rise of data-driven finance and the growing strength of Spain's startup ecosystem. Julio also leaves listeners with a thoughtful recommendation, Meditations by Marcus Aurelius, a book that continues to inspire him to stay grounded amid rapid change. If you want to understand how technology is redefining financial planning and how strong foundations can fuel extraordinary growth, this conversation with Julio offers a rare look inside the engine of one of Europe's fastest-rising tech companies.