1© 2013
Keys to Success of Financial Leadership
in Driving Revenue Growth
Ken Judd
Chief Financial Officer, Keste
2© 2013
Agenda
Introduction – Keste
Our Key Performance Indicators
Changepoint PSA
KPI’s – What’s Important to Capture & A...
3© 2013
Consultants – 1 hour at a time
200+ Dedicated Oracle Professionals
Solution Centers in Dallas, TX and Hyderabad, I...
4© 2013
Growing – Stats and Vision
• 2008
• $8.7M
• 65 people/4 in India
• 2009
• $9.5M
• 75 people/6 in India
• 2013
• $3...
5© 2013
A Typical Keste Engagement?
• $200 to $500K SOW
• 4 to 12 weeks in Duration
• Phases
• Multi-year
• 3 to 10 delive...
6© 2013
KPI’s -- Actionable Information
• Revenues
• Hours Billed
• Realized Bill Rates
• Utilization Stats
• Costs and Ma...
7© 2013
Professional Services Automation
(PSA) Software
• Changepoint
Solution
• Mature, fully-baked
• Synthetic Cloud
 A...
8© 2013
Basic Resource View
9© 2013
Complete Work History by Engagement
10© 2013
Investment Returns by Individual
• For any time period (screen shot above is calendar year 2012)
• Utilization st...
11© 2013
An Interesting Pattern Emerged from the
Utilization Data
• Utilization pattern did NOT follow a normal distributi...
12© 2013
Actionable Items
• Modified/Implement Variable Compensation Plans
 Individual plans based on targets
 Utilizati...
13© 2013
360 Degree Customer View – Basic Info
14© 2013
360 Degree Customer View – Key Contacts
15© 2013
360 Degree Customer View – Engagement History
16© 2013
360 Degree Customer View – Contracts
17© 2013
360 Degree Customer View –
Engagement Dashboard
18© 2013
What Actions Came from this Information?
• Mid-course/real-time project corrections – from Stop Light Dashboard
...
19© 2013
Business Units & Practice Areas
20© 2013
Capacity
Planning
• Resources/Head
Count
• Utilization Targets
• Revenues
• Averages
• Minimum
• Maximums
• Targe...
21© 2013
22© 2013
What Actions Came from this Information?
Determine Profitable Practice Areas and Opportunities
• Strategic planni...
23© 2013
Conclusions/Take-Aways
• Technical Professional Services can
be analyzed in a systematic manner
• End to End Visi...
24© 2013
Keys to Success of Financial Leadership
in Driving Revenue Growth
Thank You
Ken Judd
Chief Financial Officer
ken....
25© 2013
Thank You Sponsors!
PLATINUM
GOLD
SILVER
DIAMOND
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Keys to Success of Financial Leadership in Driving Revenue Growth

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Video & Presentation: http://www.proformative.com/events/keys-success-financial-leadership-driving-revenue-growth

Learn why CFOs are now at the epicenter of decision making when it comes to evaluating and purchasing software which is critical to driving revenue growth. Why the change? Shortening the order-to-cash cycle, tight financial management of projects and portfolios and real time financial visibility are critical to driving a healthy business. Too often this information is available too little, too late and does not contribute to meeting targets and making sound business decisions. Because of this CFOs are now demanding more rigor around investment analysis and decisions to ensure that the investment supports an organization's financial objectives. Keste CFO Ken Judd discusses the business drivers of why Keste needed to move away from spreadsheets to professional services automation software and how that change has already resulted in a 3x revenue increase and future growth.

Speakers:
Ken Judd, CFO, Keste

Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Governance, Risk, Compliance | Session: 3

Published in: Business, Technology
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Keys to Success of Financial Leadership in Driving Revenue Growth

  1. 1. 1© 2013 Keys to Success of Financial Leadership in Driving Revenue Growth Ken Judd Chief Financial Officer, Keste
  2. 2. 2© 2013 Agenda Introduction – Keste Our Key Performance Indicators Changepoint PSA KPI’s – What’s Important to Capture & Analyze Individual Professionals Customers and Engagements Business Units and Practices Conclusions & Take-Aways Q&A Important Part
  3. 3. 3© 2013 Consultants – 1 hour at a time 200+ Dedicated Oracle Professionals Solution Centers in Dallas, TX and Hyderabad, India Applications Business: Oracle EBS, CRM Product Configurator (Complex Selling and Ordering Process) Technology BU: FMW / Collaboration Specialists WebCenter (Portal, Content and Collaboration) Security SOA / BPM Oracle ADF Development Cloud Platforms Business Unit: Exalogic Exadata Exalytics SPARC Servers and Storage Who is Keste?
  4. 4. 4© 2013 Growing – Stats and Vision • 2008 • $8.7M • 65 people/4 in India • 2009 • $9.5M • 75 people/6 in India • 2013 • $30M • 250+ people/100 in India • $50M – 300 people • $100M – 500+ people
  5. 5. 5© 2013 A Typical Keste Engagement? • $200 to $500K SOW • 4 to 12 weeks in Duration • Phases • Multi-year • 3 to 10 delivery consultants • Up to 50+ • Some single staff augmentation
  6. 6. 6© 2013 KPI’s -- Actionable Information • Revenues • Hours Billed • Realized Bill Rates • Utilization Stats • Costs and Margins • Engagement Milestones • Initial Budgets / Spend to Date / Estimates to Complete Multiple Dimensions • Individual Employee/Consultant • Customer • Business Units or Practice Areas
  7. 7. 7© 2013 Professional Services Automation (PSA) Software • Changepoint Solution • Mature, fully-baked • Synthetic Cloud  Accessible anywhere. Browser based • Knowledge Repository • Single Source of Truth
  8. 8. 8© 2013 Basic Resource View
  9. 9. 9© 2013 Complete Work History by Engagement
  10. 10. 10© 2013 Investment Returns by Individual • For any time period (screen shot above is calendar year 2012) • Utilization statistics • Revenues generated • Cost and contribution margins
  11. 11. 11© 2013 An Interesting Pattern Emerged from the Utilization Data • Utilization pattern did NOT follow a normal distribution • Superstars carry the load • Laggards – weak performers
  12. 12. 12© 2013 Actionable Items • Modified/Implement Variable Compensation Plans  Individual plans based on targets  Utilization  Revenues  Margins  Team Plans  Reward Practice Principals and BU leaders for utilizing junior talent • Implement Intern and Fresher Programs • Expected Results  Higher individual employee satisfaction  Reduced burn-out and turnover  Talent development  Higher utilization rates and margins
  13. 13. 13© 2013 360 Degree Customer View – Basic Info
  14. 14. 14© 2013 360 Degree Customer View – Key Contacts
  15. 15. 15© 2013 360 Degree Customer View – Engagement History
  16. 16. 16© 2013 360 Degree Customer View – Contracts
  17. 17. 17© 2013 360 Degree Customer View – Engagement Dashboard
  18. 18. 18© 2013 What Actions Came from this Information? • Mid-course/real-time project corrections – from Stop Light Dashboard  Change Requests  Better status reports to customer  Higher engagement profitability/margins  Customer investment reporting  Significantly improved value messaging  Put a value to non-billable time invested by Keste in customer solutions  Effective rate discussions vs. SOW rate discussions  Interrupt price erosion before it happens  Contracts improvements – Statements of Work (SOW)  Use the data to understand cost overruns  Improved SOW language to better specify customer responsibilities and project impact when there are failures/delays  Overall Reduced Leakage
  19. 19. 19© 2013 Business Units & Practice Areas
  20. 20. 20© 2013 Capacity Planning • Resources/Head Count • Utilization Targets • Revenues • Averages • Minimum • Maximums • Targets
  21. 21. 21© 2013
  22. 22. 22© 2013 What Actions Came from this Information? Determine Profitable Practice Areas and Opportunities • Strategic planning • Kill-off unprofitable practices • Grow/invest in the profitable practices Better individual resource planning/optimization Capacity planning • Recruiting direction Proxy for full P&L Reporting • Allows for minimal accounting staff • Allows for CFO focus on operations instead of accounting system upgrades • Faster information Modified/Implement Variable Compensation Plans
  23. 23. 23© 2013 Conclusions/Take-Aways • Technical Professional Services can be analyzed in a systematic manner • End to End Visibility on the operations of the business • Ability to be proactive - deal with circumstances before it goes to Red Alert • Increase employee AND customer satisfaction • Scalable platform for growth • Increase revenues and drive profitability
  24. 24. 24© 2013 Keys to Success of Financial Leadership in Driving Revenue Growth Thank You Ken Judd Chief Financial Officer ken.judd@keste.com 301.452.8921
  25. 25. 25© 2013 Thank You Sponsors! PLATINUM GOLD SILVER DIAMOND

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