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You are here: Home / 2015 / Archives for October 2015

Archives for October 2015

October 30, 2015 By Samuel Dergel Leave a Comment

CFO Buzz – week ending October 30, 2015

CFO BuzzCFO Buzz is a news feature capturing top stories affecting CFOs. This feature is published Fridays so that CFOs can gain perspective over the weekend, allowing them to challenge themselves and think about how to improve their lives, careers and companies.

1) CFO: Strategic Advisor to CEO?

CFOs have heard all about how the CFO has become an indispensable partner to the CEO. Yet ask some CFOs if they feel that they are, and you’ll get some puzzled looks. Here are some ways for the CFO to move themselves closer to the CEO.

CFO and CEO: key allies in value creation – EY

2) CFOs that speak English

This article brings out that Ruth Porat, new CFO at Alphabet / Google, has a tendancy to speak clearly and simply. This is an important reminder that CFO speak is not always understood by the people we are speaking with, and that we all need to simplify what we say.

Why investors love Alphabet’s new CFO – Fortune

3) Finance will soon look nothing like it does today

Or so this article says. While I certainly do believe that finance is going through transformational change, most finance groups at companies are still stuck living in the past. Certainly there are leaders out there, but these leaders are some of the larger and established companies. For the mid-sized engines of our economy, there is a lot of opportunity to make Finance better. Food for thought.

Death by Digital: Good-Bye to Finance as You Know It – CFO.com

4) Who is the better negotiator?

Do men negotiate better than women? I don’t know, and won’t try to answer it. Personal style and attributes certainly has an impact on the ability to negotiate. This article touches on some important points to be aware of.

Women and Negotiation: Are There Really Gender Differences? – [email protected]

5) Career sponsorship – how it can help

Here is one CFOs story of how sponsorship by someone more senior in their organization made a difference to their career. Do you have a career sponsor?

Sponsors are key in unlocking your career potential – The Globe and Mail

 

Some of Samuel’s other CFO stuff this week

CFO Moves – Moves across the USA – week ending October 23, 2015

A CFO Success Story: Mark MacLeod

Tweet of the week

“The Business Dinner” by @Sperabtani on @LinkedIn https://t.co/wRsTkvlOJF

— Dergel CFO (@DergelCFO) October 26, 2015

Filed Under: Uncategorized

October 27, 2015 By Samuel Dergel 1 Comment

A CFO Success Story: Mark MacLeod

Mark MacLeod – Founder, SurePath Capital Partners

The following is from an interview with Mark MacLeod. Mark left his position as CFO of Freshbooks and started his own advisory firm – SurePath Capital Partners, as announced in CFO Moves Canada. This interview was edited for clarity.

SD: Mark, you’re not like other CFOs. You have gone in and out of being CFO so many times, and because you’ve been on multiple sides of the board table, I felt it would be interesting to hear your perspective. So to start off – which job do you prefer – the CFO Job or the outside advisor job?

MM: It’s not as simple as that. I live to do two things – One is to advise founders and management teams, and the other is to do complex financial transactions. The thing that I liked about being a CFO at start-ups is that they were often in need of both. When I created SurePath Capital Partners, I created a company that only does both those things. When I had been a CFO and had been a close advisor to the CEO’s that I’d served and got to work on lots of transactions, then I’m a really happy guy. If I’m the CFO of a company and it’s well capitalized and were not doing acquisitions, and we’re not being acquired – if we’re just kind of running the ship, then that’s not so great for me.

  • Quick Takes from Mark on…

    Thinking out of the CFO box

    You need to go way beyond finance. You need to step up and fill other operating capacities.

    Relationship between CEO and CFO

    Synergy – if the CEO is the technical founder, take on the more outward-facing aspects; if the CEO is outward-facing and a rainmaker, try to take on as much of the internal operations as possible.

    Create an informal network of your peers

    There are always folks who are a little bit ahead of you in terms of scale and experience and complexity, and you can learn a ton from them. Branch out to other Venture funded CFOs.

    Capable management

    The whole thing about being a C-level executive in a venture backed company is that your competency and leadership need to scale faster than the company is scaling.

    Keeping sight of the bigger picture

    Remember to not only work IN the business, but to also work ON it. Similarly, to not just work IN yourself, but also to work ON yourself. Delegate lesser tasks to free up time to work on growing your capacity.

SD: Let’s talk about what it takes for a technology CFO to be successful. You’ve played that role, you’ve advised people in that role, what makes a successful Tech CFO?

MM: Well, I’d say it is the ability to go way beyond finance. I think, when a company isn’t fund raising, the financing role is pretty simple, and you have to find other ways to add value. Often the management teams at start-ups are incomplete and so there’s room to go way beyond finance and fill in other operating capacities. I’ve definitely done that a lot. I’d say within the finance realm, first of all you have to have a very clear understanding of all the nuts and bolts in the business, particularly because often those businesses are burning money and so you must understand ‘good burn’ vs ‘bad burn’. Most businesses these days hinges on profitable unit economics, and so even though the business as a whole might be in the red, if these customers are profitable, and you understand the nuances of customer mass, that’s kind of crucial. And then I would say the ability to translate. For example, if you’d just walk in to an exec meeting and rattle off a bunch of numbers and metrics, it’s sort of somewhat useful, but you have to go way deeper. As an example, if “churn” (the number of people who cancel your service) has moved in one direction, its somewhat useful to give the data points on the movement, but it is far more useful to understand the root cause and give good guidance. So again, it’s being able to go beyond the numbers.

The approach I’ve always taken to the CFO world is to define the role in a way that gives the CEO maximum leverage. What I mean by that is – if the CEO is very technical founder, then I’ve always tried to take on some of the outward facing aspects, so that the CEO would be able to be building and shipping product. Whereas if that CEO is a very outward facing CEO and a rainmaker, then I’ve tried to take on as much as the internal operations as possible, so that person could be out of the office and know that things are still running. To me the CFO is the right hand of the CEO, and therefore you have to govern yourself or kind of define the role in a way that has the most impact on the CEO.

SD: You’ve been a CFO on a full time basis and CFO on part time basis. What’s the difference?

MM: Huge difference. Again, take everything I’ve said about taking on more operating responsibility, in the context of full time. If you think about the core of a business – the core of any business in the technology business is building product and selling product, just to generalize. The rest is in support of that. In that context, finance is always important, but it’s not a core thing. It’s relatively horizontal. It can transfer the same functions from one company to the next. And so outsourcing the core nuts and bolts of finance makes all kind of sense. But where you run into trouble is when you outsource finance to someone, but then try to get that someone to do a whole bunch of other things – that just doesn’t work. So the big difference for me is that when I was full time I was going way beyond the finance role, whereas when I was part time I stuck to the core nuts and bolts of running a very tight back office, investor relations, budgeting, fundraising, reporting, etc.

SD: I’ve asked number of tech companies who are looking for finance help “what do you need?” and they said “well, we would like a Mark MacLeod”. You have a brand to you that says “start-up tech CFO”. How would you recommend they find their own Mark MacLeod?

MM: That’s a tough one. You know it’s funny. In retrospect, it might have taken the hard way to get my experience. My first start up was a client of mine and I came in with absolutely no experience and just kind of stumbled along. And because I was very focused on deals and fund raising in particular; if I didn’t feel like that company was on the trajectory to really grow massively, I’d move on. And that resulted in a bunch of things. I exited positively in a relatively short time frame, or me concluding that they weren’t going to be exiting in a relatively short time frame. But the point of all that is my learning and development was compressed and accelerated by moving to different companies and getting exposure to different start-ups, different stages in their life cycle, and that whole bit. So that’s one path.

I was very lucky because I got into start-ups very early, back in the late 90’s when anyone with a pulse was getting funded. The environment was pretty forgiving. So that could be a path today – someone who has kind of hustled around and has been involved in some fund raising, and has shown a propensity and an aptitude to be able to talk about things that are beyond the numbers.

But I’ll tell you… the whole thing about start-ups and venture capitalists is it’s all about the outliers. And while I’ve been part of some great businesses, the biggest learning opportunities and the biggest development, the most scope and the most exposure is when I was part of the outliers. Like Shopify and Freshbooks. So the point of that is hiring someone with that pedigree, even if they haven’t had the CFO title. If you’ve gone through Shopify’s growth, from 100 to 700 people, if you’ve gone through all the things that come with that and you understand how systems scale and you understand how to do really amazing investor reporting, and how to build sophisticated budgets and how to scale a finance function, that’s amazing experience. I’ve learned through trial and error that QuickBooks falls apart when you cross 100 employees. And then you end up having to go to a NetSuite or an Intact or something. Knowing that coming in, because you’ve come from a place with scale, would be pretty interesting.

So it’s really 2 different profiles. It is someone who is really helpful and has had some exposure through a few different companies so that they can pattern match. Or it’s someone who has come from a bigger company, one that the start-up aspires to be.

SD: Am I correct in saying that nobody can really hire Mark MacLeod because Mark learned it from the companies that he did the work in? I mean, you’re beyond that start-up age CFO that is young and has just enough experience but not too much, who’s not looking to take home too much cash and is more willing to put it down for the future. Do I understand that correctly?

MM: If someone wants to hire a Mark MacLeod, well a Mark MacLeod has been 2 decades in the making and is still being made, you know what I mean? They don’t exist. You have to hire someone who looks nothing like what I look like now. Hire someone who I was like 15-20 years ago, which means you’re really taking a chance. I got in because the environment was so frothy. And I would say that I stayed for 2 reasons – 1 maybe as you said, I don’t look like most CFO’s, because it’s never been just about the numbers for me, it’s always been about the strategic context around the numbers. So it was always the bigger picture. I’d say the thing that really helped make me stand out is I had a huge passion for venture capital. And for getting into the venture community and making deals happen. If a company is running out of money and hiring you helps them get money, then that should really sell itself. But in the early days that’s really how I got into a lot of start-ups.  When I was doing the part time CFO stuff, the real sweet spot was that I would take companies and get them ready for the next round of funding, I would raise it for them, and then stay on as their CFO. That’s how I was kind of paying my way. So it’s a different context.

SD: What’s the ideal CFO for you to work with?

MM: I don’t know that there is just one to be honest. If I am helping a company fundraise or helping them prepare for an exit, I think that in both cases the deal will very much be driven by the strength of the management team. It’s not like I simply want a technician in there because I can handle the strategy stuff. I’d be more than happy to work with a very strategic deal-making CFO. I think that doing great big deals is a team sport, not like an individual hero sport. I think I’m equally happy to work with an internal deal maker, as I am to work with someone who’s got super tight back office. I think the takeaway is that one way or the other, we need both. So if the person is just the big deal maker and the back office is not super tight, that’s going to make it harder for me to do what I do. One way or another we have to have both the substance and the spot.

SD: What advice would you give to new CFOs who are just at the start of their career?

MM: Talk to peers a lot. There’s always folks who are a little bit ahead of you in terms of scale and experience and complexity, and you can learn a ton from them. You could also create an informal network, talking to other venture funded CFOs and the portfolio. Makes a ton of sense. I think this is true not just for CFOs but for any role. The whole thing about being a C-level executive in a venture backed company is that your competency and leadership has to scale faster than the company is scaling. And so in that context, having a coach who can help you work through issues and help you scale is super important as well.

SD: How did you make time for important things? Things that were related to your career and employer, but there was no deadline attached to it?

MM: I think I have a certain level of self-awareness. So I knew that I needed to not only work IN the business but also work ON it. And similarly to not just work IN myself, but to also work ON myself. I never have been the kind of technician who is always dotting I’s and crossing T’s. As a result I was able to push that kind of work down to the right level and that gave me capacity to work on growing my capacity, if that makes sense.

+++++++

A CFO Success Story is a feature of Samuel’s CFO Blog, where Samuel Dergel follows up on his book, Guide to CFO Success, speaking with CFOs featured in CFO Moves and CFO Moves Canada, Samuel’s popular and comprehensive weekly report on CFO Movement across the USA and Canada.

Filed Under: Board, Board, Build your Finance Team, Career Management, CEO, CFO, CFO Moves, CFO Peer Groups, CFO Relationships, CFO Search, CFO Success Story, Chief Financial Officer, Executive Coaching, Financial Executive Coaching, First CFO, Great CFO, Guide to CFO Success, Hire your Next CFO, How Samuel Helps, Investors, Mark MacLeod, PE, Personal Branding, Private Equity, Speaking and Training, Successful CFO, Succession Planning, Talent Management, Training and Development, VC, Venture Capital, Wiley

October 23, 2015 By Samuel Dergel Leave a Comment

CFO Buzz – week ending October 23, 2015

CFO BuzzCFO Buzz is a news feature capturing top stories affecting CFOs. This feature is published Fridays so that CFOs can gain perspective over the weekend, allowing them to challenge themselves and think about how to improve their lives, careers and companies.

1) CFO Survivor

Imagine two CFOs on a deserted island in the Pacific having to fight for the opportunity to remain CFO. Sounds like a far-fetched TV reality series plot, yet this happens regularly in companies going through an M&A process (without the sand and blue water). So, as CFO going in to an M&A situation where only one CFO will survive, what can you do to ensure you’re the one? Here are some tips.

Gunning for your job: Securing the CFO role in a merger – Financial Director

2) CFO Confessions: Mark MacLeod

Mark is a long time Startup CFO who has been involved with tech startups as Internal CFO, outside advisor and VC. His perspectives are always interesting – take 30 minutes and listen to his interview on this FEI podcast.

Confessions of a Startup CFO: The Financial Executive Podcast – FEI Daily

3) CFO as Business Partner

Ask most CFOs if they are a partner to the business, and they would most readily agree. Ask others in the business if Finance is a true business partner in their business, and less will agree. Here are some tips for CFOs and finance leaders to make their group have more impact on the business.

The 5 traits finance professionals need to be effective business partners – Business Insider

4) Internet of Things (IoT) for the CFO

Most CFOs would have heard of IoT by now. But do they really understand the impact of IoT on the business they are leading? Here are some points to be aware of and considerations for CFOs that Deloitte thinks you should know about.

Capitalizing on the promise—and the power—of the Internet of Things : CFO Insights – Deloitte

5) Finance Team Talent Dilemmas

You need the best Finance team possible to be the best CFO possible. Yet, your team is regularly on your list of items causing you grief. While Finance Team planning is important, the tactical day to day issues can be a challenge. Here are some ideas to deal with some of the recurring contentious issues.

3 talent dilemmas and ways to tackle them – HR Times Blog

 

Some of Samuel’s other CFO stuff this week

CFO Moves – Moves across the USA – week ending October 16, 2015

Tweet of the week

@stantonchase fosters diversity in boardrooms. https://t.co/2PwoCHgS00 pic.twitter.com/ZxTxlc9Ldt

— Franz Rois (@franzrois) October 21, 2015

Filed Under: Uncategorized

October 16, 2015 By Samuel Dergel Leave a Comment

CFO Buzz – week ending October 16, 2015

CFO BuzzCFO Buzz is a news feature capturing top stories affecting CFOs. This feature is published Fridays so that CFOs can gain perspective over the weekend, allowing them to challenge themselves and think about how to improve their lives, careers and companies.

1) Women on the Road to CFO

There are not many women CFOs. Depends on who you ask, females make up between 13% and 33% of all CFOs. The questions as to why this is has been asked many times. I do think that the conversation needs to continue, especially considering that female make up the majority of entry level accounting and finance jobs. Here are two articles that discuss the subject further.

The number of successful women who are CFOs is set to rise – Financial Post

Google CFO: Hiring women is good for business – CNet

2) Flexible Finance Staffing

Should consultants be a part of an effective finance team? If so, how reliant should a finance leader be on outside talent that are not fully committed to the organization? What should the right mix be? Does a CFO really own their finance talent, or are they renting it anyway? Discuss.

Why CFOs are hiring more consultants – CGMA Magazine

3) Is it time for a CFO as President?

With well-known CEOs making a run for President, would a CFO have what it takes to run the USA?

Could a CFO Run for President? – CFO.com

4) How to work for someone younger than you

You’re experienced, knowledgeable, and have years of experience, and now you find yourself reporting to someone who is younger than you. Those that have experienced this have found it to be challenging. This article provides some advice for those who find themselves in this situation.

When Your Boss Is Younger than You – Harvard Business Review

5) CFOs: Embrace Technology or Fall Behind

The CFO of today could not get their work done without technology. But do they have the right technology for their needs today? Most will admit that they are lacking, and the others don’t know that they don’t have what they need. In this article, SAP America’s CFO discusses why finance executives need to embrace technology. What I can add is that there is a good chance that those CFOs who don’t get on the tech train can find themselves out of work.

SAP America’s CFO says finance execs need to embrace technology or they’ll get left behind – Business Insider

Some of Samuel’s other CFO stuff this week

CFO Moves – Moves across the USA – week ending October 9, 2015

Tweet of the week

#Ageism at work? The rise of mental competency tests in the #Csuite via @FortuneMagazine http://t.co/EgnsGXdeKd #HR #discrimination

— Cathy Logue (@CatLogueAmbit) October 14, 2015

Filed Under: Uncategorized

October 9, 2015 By Samuel Dergel Leave a Comment

CFO Buzz – week ending October 9, 2015

CFO BuzzCFO Buzz is a news feature capturing top stories affecting CFOs. This feature is published Fridays so that CFOs can gain perspective over the weekend, allowing them to challenge themselves and think about how to improve their lives, careers and companies.

1) CFO as ScandalBuster

When it hits the fan, the CFO is called in to clean up. Volkswagen is the most recent high-profile example of a corporate scandal that called upon the sitting CFO to become CEO and clean it all up. This speaks well to the reputation of the CFO as an individual and the overall reputation of the position of Chief Financial Officer. Who are you going to call?

Here’s the CFO who is inheriting the Volkswagen mess – Business Insider

2) CFO involvement with Strategy

CFOs love to describe themselves as “Strategic”. How should the CFO be involved with business strategy? What can the CFO do to work with all the other strategic leaders in their organization to impact strategic direction in an effective manner? This McKinsey article gives the head of Finance advice on how to make it all work.

Building a better partnership between finance and strategy – McKinsey & Company

3) Can a CFO be “Perfect”?

Derica Rice, CFO and executive vice president of global services at Eli Lily believes that pursuing perfection is not helpful for a CFO. Read this article with useful advice to current and future CFOs from his perspective.

This CFO’s key to success: Stop pursuing perfection – Fortune

4) More Big Data for CFOs

Who’s afraid of the big bad data? Many CFOs are, but they shouldn’t be. Being aware of what data can do for you and your organization is the first step.

Analyzing Big Data: A Finance Chief’s Guide – CFO.com

5) Hello? Anybody home?

Do you answer the phone? In the day and age of messaging, emails and voice mail, few people do. Using the phone as a communication tool is important, and this article is a reminder that you can gain from using the phone more.

Am I hurting my career by not answering the phone? – Fast Company

Some of Samuel’s other CFO stuff this week

CFO Moves – Moves across the USA – week ending October 2, 2015

Tweet of the week

In business as in sports, why it’s ‘Attitude over Aptitude’ any day http://t.co/eZ71ZG02UG via @StantonChase #Recruitment #TopTalent #EI

— Cathy Logue (@CatLogueAmbit) October 7, 2015

Filed Under: Uncategorized

October 2, 2015 By Samuel Dergel Leave a Comment

CFO Buzz – week ending October 2, 2015

CFO BuzzCFO Buzz is a news feature capturing top stories affecting CFOs. This feature is published Fridays so that CFOs can gain perspective over the weekend, allowing them to challenge themselves and think about how to improve their lives, careers and companies.

1) CFOs and CHROs Unite!

When you say “Human Resources” to most CFOs, there is a good chance that they will smile politely and roll their eyes. CFOs can gain so much from a solid relationship with their Chief Human Resources Officer. I will even be running a workshop for CFOs on the topic at the end of November. CFOs, when was the last time you had a relationship building session with your CHRO? Schedule one today.

CFOs And CHROs: The Collaboration Imperative – Forbes

2) The Bored CFO

Successful CFOs are busy. Yet bored CFOs exist. I know, I speak to a few a month – as they are looking for a new challenge and reach out to me. There are some good points in here to keep in mind for the CFO that has mastered all there is to do in their organization.

When this happens, you know it’s time for a new job – Fortune

3) Why are there so few female CFOs?

I have always asked myself this question, and even asked a female CFO for their thoughts on the topic. Here is an article that asks females CFOs for their recommendations to female finance professionals who want to become CFO.

More women being named to CFO role – CGMA Magazine

4) Keeping your best Finance Staff from Being Poached

This is a topic I keep on hearing about. I have seen many surveys where CFOs say that one of their top challenges is in getting the best finance team possible, yet too many do not take the right steps to build and secure their finance team. While it is certainly better to be proactive earlier on, here is some advice to those CFOs who are losing their best talent and what they can do to limit the damage.

When the Competition Is Trying to Poach Your Top Employee – Harvard Business Review

5) Beware of Coaches with Loose Lips

I hear a lot from the CFOs I coach, the Peer Groups I facilitate and the candidates I interview. I have a lot of confidential information in my head. I am also a big believer in executive coaching for CFOs. Reading this story reminds me to remind you that you really have to be careful of what you say to whom. When you find yourself the Coach that you think can help you, be sure they can be trusted.

‘Life Coach’ Accused of P.F. Chang’s Insider Trading – CFO.com

 

Some of Samuel’s other CFO stuff this week

CFO Moves – Moves across the USA – week ending September 25, 2015

Top Tweet of the week

Pleased to represent @StantonChase for @TheAESC @BlueSteps WhitePaper on the #CFO Role http://t.co/pRu99kG9Au pic.twitter.com/pUAsXalfZK

— Dergel CFO (@DergelCFO) October 2, 2015

 

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