CFO

“And you know, our CFO was actually our first hire because we thought, hey, this is actually a financial business. We have to raise debt. We have to underwrite. We have to do all these things. So, hiring a CFO as, like, our first employee was actually critical …”

“High functioning exec teams are highly empathetic of each other, and more so than they are of their own group. Meaning, as CRO, if I'm part of a high functioning team, I have a stronger relationship with the CFO, and the head of product, and the head of market…”

“I think you can stretch here, especially if you get somebody who has, like, an FP&A type background of financial planning and analysis background, or somebody who worked in private equity and was like an analyst or a VP and is looking for a change. Those peopl…”

“One thing that's been consistent, and I bet most sales leaders would agree with this, is that the buying decisions, which used to be with the functional lead, which in our case is the chief people officer, are now oftentimes getting pushed to the CFO, sometime…”

“But if you then follow up and see that usage, and then follow up with the sales team at the CFO level, You've got a story to tell, because you know that half of the team is already interacting with your software and getting value from it, and now you can start…”

“At Guild. We report to the CFO.”

“I expect our leaders to meet at least 10 clients a quarter. It doesn't matter if you're a CFO, it doesn't matter if you're a teammate, you know, teammate success, HR.”

“As you can see from the Gartner data, it's not like the budgets disappeared, but those folks that could just buy your app without the CFO's approval, that's just been, that's just gone in most businesses, but it's just like it used to be. It used to be this wa…”

“It's like the fictitious rep driven financial model that first time CFO like builds. I was like, oh, if you hire 50 reps, like you're gonna be good. And that's where you need to push back. Right. And it's like, how do you build like a bottoms up driven model, …”

“Even layer one has taken me with certain companies I work with quarters. And I walk in every time I have this kind of entrepreneurial blind spot going, this is going to be easy. Me, head of FP&A, CFO, we'll get this nailed in 30 days, 60 days. Every time I do …”

“The symptom is very simple. You go to a board meeting or QBR or management meeting, and the only two people who ever asked numbers, answer numbers questions are the CFO and the head of rev ops.”

“When we started at Brex, We were a financial tool for smaller companies. We would go after founders because they didn't have finance people just yet. And for more mid-market companies, we could be purchased by folks in finance or accounting. And we generally s…”

“Now, there are more approvals in a cycle. The CFO would be interested, why should I spend money on this? So every dollar is like, ah, actually, the numbers we see orders, we have 37 seats. Right. Odd numbers, right? Not 50, right? 37. Oh, these people are not …”