Brian Kinion discussed his experience transforming the finance technology at SuccessFactors during a period of rapid growth. He described the initial challenges of managing transactions manually and relying heavily on Excel. Systems were added over time to address specific processes like procure-to-pay and record-to-report. A new finance organization was created to lead a full technology transformation, replacing multiple systems with an integrated SAP solution. Kinion shared lessons for CFOs transforming technology, including identifying gaps, building partnerships, and relentless pushing of vendors to support the business needs.
The Critical Role of the Executive Sponsor in Enterprise Cloud AdoptionKPI Partners
This white paper explores how executive-level project sponsorship is vital in the successful disruption of IT-norms in favor of value-added and highly nimble cloud solutions.
As enterprise-level companies consider cloud strategies aligned to meeting corporate growth and performance objectives, executive sponsors have myriad considerations to undertake. Such considerations may include:
Cloud platform selection
Project portfolio strategy
Implementation, change, and risk tolerance
IT and business team synergies
Create Your Cloud With KPI.
KPI Partners provides the value, velocity, and quality our customers demand when optimizing an investment in the Salesforce.com application suite. From small and mid-market deployments to complex highly integrated enterprise-level initiatives, KPI's team of sales professionals, program managers, architects, developers, and quality assurance staff deliver outstanding results.
One Expert is an interactive web-based nationwide pool of S&T experts intended to provide technical advise and consultancy services to Filipinos anywhere they are in the Philippines. OneExpert aims to improve access to experts and technologies particularly by people living outside of the major urban centers where most research and technical institutions are located. In the same manner, One Expert will likewise bring the services of any accredited expert located anywhere in the Philippines to clients that need S&T assistance.
A Day in the Life of an Enterprise Architect (Role Play Exercise) 2016Daljit Banger
During Nov 2016 the BCS EA SIG ran a session entitled "Enterprise Architecture Practitioners Day / Hackathon" in London - These are my slides for my sesion at the event.
The Critical Role of the Executive Sponsor in Enterprise Cloud AdoptionKPI Partners
This white paper explores how executive-level project sponsorship is vital in the successful disruption of IT-norms in favor of value-added and highly nimble cloud solutions.
As enterprise-level companies consider cloud strategies aligned to meeting corporate growth and performance objectives, executive sponsors have myriad considerations to undertake. Such considerations may include:
Cloud platform selection
Project portfolio strategy
Implementation, change, and risk tolerance
IT and business team synergies
Create Your Cloud With KPI.
KPI Partners provides the value, velocity, and quality our customers demand when optimizing an investment in the Salesforce.com application suite. From small and mid-market deployments to complex highly integrated enterprise-level initiatives, KPI's team of sales professionals, program managers, architects, developers, and quality assurance staff deliver outstanding results.
One Expert is an interactive web-based nationwide pool of S&T experts intended to provide technical advise and consultancy services to Filipinos anywhere they are in the Philippines. OneExpert aims to improve access to experts and technologies particularly by people living outside of the major urban centers where most research and technical institutions are located. In the same manner, One Expert will likewise bring the services of any accredited expert located anywhere in the Philippines to clients that need S&T assistance.
A Day in the Life of an Enterprise Architect (Role Play Exercise) 2016Daljit Banger
During Nov 2016 the BCS EA SIG ran a session entitled "Enterprise Architecture Practitioners Day / Hackathon" in London - These are my slides for my sesion at the event.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Robotic Process Automation (RPA)is a technological enabler to stay competitive and is an emerging prerequisite of improving business performance. For successful implementation it is key to have a stage based methodology in place. RPA will force companies to rethink processes and the added value they create to their customers.
Highly experienced and skilled BUSINESS ARCHITECT/ANALYST of 14 years with a proven track record for delivery in major financial and legal institutions, healthcare regulation, and contact centre environments. Extensive full project lifecycle experience, including waterfall and Agile methods.
Experienced in managing, training, and mentoring Business Analysts of all levels in the latest industry-leading techniques. Hugely passionate about raising the profile of business analysis, increasing competency of practitioners and demonstrating how it enables faster and higher quality project outcomes to the customer.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
Unlocking Patterns of EA Program Failure: Lessons learned about the barriers ...Basuki Rahmad
Barriers are core components of a problem that, if altered, could allow for true organization change using EA. Barriers are not underlying causes that merely describe a situation. Instead, they are actionable, and specific to the problem.
Based on our observation, the barriers can be found at the phase of EA planning or execution.
In depth look at my career and work history focusing on the magnitude and impact of my accomplishments and the complexity of the the positions I've held and the teams I've managed.
Managing the Transformation of Technological ChangeArmanino LLP
Brian Kinion, VP Finance at Marketo, gives a keynote address at Armanino's Sixth Annual Technology Forum. He discussed moving from IPO to acquisition, the growing pains, the IT challenges and other topics pertinent to the financial organization.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Robotic Process Automation (RPA)is a technological enabler to stay competitive and is an emerging prerequisite of improving business performance. For successful implementation it is key to have a stage based methodology in place. RPA will force companies to rethink processes and the added value they create to their customers.
Highly experienced and skilled BUSINESS ARCHITECT/ANALYST of 14 years with a proven track record for delivery in major financial and legal institutions, healthcare regulation, and contact centre environments. Extensive full project lifecycle experience, including waterfall and Agile methods.
Experienced in managing, training, and mentoring Business Analysts of all levels in the latest industry-leading techniques. Hugely passionate about raising the profile of business analysis, increasing competency of practitioners and demonstrating how it enables faster and higher quality project outcomes to the customer.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
Unlocking Patterns of EA Program Failure: Lessons learned about the barriers ...Basuki Rahmad
Barriers are core components of a problem that, if altered, could allow for true organization change using EA. Barriers are not underlying causes that merely describe a situation. Instead, they are actionable, and specific to the problem.
Based on our observation, the barriers can be found at the phase of EA planning or execution.
In depth look at my career and work history focusing on the magnitude and impact of my accomplishments and the complexity of the the positions I've held and the teams I've managed.
Managing the Transformation of Technological ChangeArmanino LLP
Brian Kinion, VP Finance at Marketo, gives a keynote address at Armanino's Sixth Annual Technology Forum. He discussed moving from IPO to acquisition, the growing pains, the IT challenges and other topics pertinent to the financial organization.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Developing a Modernization Strategy: Evaluating the Options by Chris KoppeFresche Solutions
Chris Koppe, VP of Corporate Strategy at Fresche Legacy presented Developing a Modernization Strategy: Evaluating the Options during iBelieve 2015.
This presentation covers:
- Modernization strategies
- Establishing goals and objectives
- Strategy definition
- Planning
- Getting funding and support
Financial Performance Management: How to create time, adapt and become agileSarah-Jayne Whitworth
This presentation looks at how Finance professionals can create time, adapt and stay agile in this ever-changing world. It looks at how using the right financial performance software during the budgeting, planning and forecasting process, can help you and your finance team become more strategic. It includes short demos of the IBM Planning Analytics software.
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
Digital Alpha is a leading technology and consulting services firm headquartered in New York. We provide solutions for:
- Asset Management companies
- Digital Health-Tech firms
Backed by the best industry minds from wall street companies like Bloomberg, Goldman Sachs, McKinsey, J.P Morgan, and Deloitte - we help enterprises take advantage of the data and digital paradigm to generate new levers that will accelerate growth.
One of the critical aspects of adopting a digital ecosystem is modernizing or enhancing legacy business suites through evolving technology platforms and frameworks to endure in this digital age. We leverage our integrated array of IT solutions, accelerators, and software expertise to achieve a technological breakthrough and enable companies with a more agile transformation.
Our actionable strategy with data-driven methodologies help you to solve the most complex problems in the following disciplines:
- Data Engineering
- Platform Engineering
- Business Operations Automation
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
ServiceNow's Senior Product Manager, Mark Bodman, presents IT4IT: Realize a Digital Strategy with ServiceNow.
Access the full presentation recordings for GalaxZ17 here: http://ow.ly/WyBu30cakk0
This week Chris Garber was at the EXL LifePRO conference in Naples FL presenting "How to Win Friends and Save Money". The presentation talks about how companies can improve efficiency by 40%+ using process improvement, technology, and data solutions.
“How to win friends and save money”
Improve your efficiency by 40%+ using process improvement, technology, and data solutions.
The competitive landscape, economic environment, and information technology continue to show up on top of the major challenges life insurers will face in the coming years. EXL Consulting will demonstrate that with process improvement, technology, and data solutions you can not only survive, but thrive, in this ever changing environment.
Key topics include:
1) Streamlining processes and improving turnaround time
2) Enhancing staff productivity while reducing errors
3) Improving pricing and customer insights with data federation
4) Modernizing legacy systems
5) Enabling customer self-services and mobile
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
Every part of a business needs technology to deliver new products and services, to make use of data, or to provide better experiences for customers, partners, and employees. In order to deliver this, IT can no longer function as the sole technology to the business; it must transform into an adaptive, responsive and nimble organization that can keep up with the pace of the digital era.
This presentation will show you how to create that transformation, suggest roles and functions for the modern IT organization, and provide a real-world case study of one major company that made the shift.
Frameworks to drive value from your investment in Information TechnologyJohn Halliday
This PDF presentation aims to assist the C-Suite (CEO, CIO, CRO, CSO), Board Members and Audit and Risk Committees to be aware of good IT governance frameworks and references and thereby have Value conversations with IT professionals (and assist IT professionals to drive, and prepare for these conversations). It will cover a wide range of frameworks and references. Enjoy!
CWIN17 london digital ops model and transformation - max bocchini and ishit...
bkinion 2013-tech-forum v3 final
1. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
#TECH4CFO
Existing and Emerging Technology:
How Strategic CFOs Are Transforming Finance
Managing the Transformation
of Technological Change
Brian Kinion, VP Finance at Marketo
2. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
• Prior Experience
• SuccessFactors
o Cloud transformation
o Significant growth
o Multiple challenges
Shifting to the Cloud from On Premise
3. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
Move to business leadership
4. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
#TECH4CFO
Existing and Emerging Technology:
How Strategic CFOs Are Transforming Finance
SuccessFactors
From IPO (2007) to
SAP Acquisition (2012)
5. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
The challenges………
and solutions
1.
Transaction
Management
2.
Controlling
the Business
4.
Integrated
Functional
Excellence
3.
Planning and
Analysis
Challenge: Number of Transactions
Challenge: Consistent process excellence
Challenge: Talent & Insightful
Value Drivers
Challenge: Leadership &
Performance Management
Source: slide 34
6. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
Our business requirements continued
to exceed our technical capacity
2007 2008 2008 2009 2010 2011 2012
IPO Early
Follow-on
OfferingReductions in Staff
3 Acquisitions and EITF
08-01
Plateau
Acquisition
Planned Growth Acquisitions
and Federal
Technical
Capacity
Business
Requirements
People, Process,
Systems
GAP to close
gap
gap
gap
gap
7. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
IT Challenges
• CIO organization view of
departments owning,
implementing and
administrating their own
systems created “siloed
information” and master data
management issues
• Lack of integrated systems
• Lack of documented
process/policy
• Heavy reliance on Excel
Growing Pains: 2007
• IPO by “brute force” and “sheer
determination”
• Buried in transactions and
manual processes
• Significant deficiencies and
material weaknesses to
address
• Long-term under investment in
G&A functions
• Rebuilding financials while
being audited
Need to create order out of the chaos
and close the initial gaps
8. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
System/process improvements while nailing
Transactions/Compliance/Control and becoming more efficient
• Noise level dramatically reduced with regard to transaction errors
• Added additional technical capacity across finance organization
• Addressed and remediated significant deficiencies/material weaknesses
• Added in-house NetSuite expertise and various system/process
improvements
• Reduced reliance on Excel
• Decreased day to close
• Completed two follow-on offerings
• Completed and integrated multiple acquisitions
• Changed audit firms and navigated an SEC comment letter
Making progress (2008 to mid 2011)
9. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
Systems improvements were helping
BUT...
• A/P workflow/process review; to reduce headcount/increase volume with Coupa
• US Concur roll-out with integrated credit card program (2010)
Procure
to Pay
• Lockbox implemented for collections (2008)
• CRM transition from SFDC to Seibel to SFDC (Q209)
• Big Machines (quotes) (Q309); previously in Excel w/ manual approvals
• Avalara (sales tax) module (Q309); previously not charged/manual reserve
• Xactly (commissions) (Q109); previously in Excel
• OpenAir Implementation (Q210)
• EITF RevRec Module (Q310); support of EITF 08-01 adoption
Quote
to Cash
• EquityEdge live (2007); previous in eProsper
• Switched from ADP to Ceridian payroll (2009)
Payroll and
Equity
• Hyperion Planning (2008) to Host Analytics (2011)
• FAS (fixed assets) system (Q208); previously in Excel
• Netsuite cash reconciliations implemented (Q208); previously in Excel
• Clearwater (treasury analytics) system (Q308)
• Netsuite stabilization (2009-2010) and brought system administration in-house
• OneWorld (consolidation) module (2009); previously in Excel
• Consolidated # of outsourced International Accountants with Nair (2009)
Record to
Report
10. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
New Demands + New Idea = New Organization
• All the system/process improvements were done while we were doing our
day jobs
• Rapid growth and additional acquisitions raised more infrastructure
questions and if our current system landscape would scale
• Built business case for technology transformation and focused team to
make it happen
• Had established relationships existed across the enterprise which we
leveraged for cross functional system/process improvements
• Hired “black belts” and process oriented staff who brought new skill sets
such as project management/change enablement/training
• Built key dashboards in NetSuite for increased visibility to business
• Increased efficiencies and—eliminating manual efforts
We needed to scale to support a $1B
business
11. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
#TECH4CFO
Existing and Emerging Technology:
How Strategic CFOs Are Transforming Finance
12. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
Approach
• Defined scope and new technology landscape strategy to rip and
replace multiple systems
• 10 week implementation of all SAP OnDemand products
• Cross functional collaboration
• Re-engineered key business processes
• Clever use of interfaces and partner solutions
• Intense use of key user tools
Transformation process
13. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
• Approach
• Defined scope and technology landscape strategy
• 10 week implementation of all SAP OnDemand products
• Cross functional collaboration
• Re-engineered key business processes
• Clever use of interfaces and partner solutions
• Intense use of key user tools
Transformation process
14. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
A changed systems landscape
Prior to being acquired by SAP- 13 major systems in place
After being acquisition SAP- One Integrated System End State
SAP®
Sales OnDemand
SAP® Sourcing
OnDemand
SAP® Travel
OnDemand
BIZX Platform / EC
SAP® Contract
Management
Partner
Solutions
BIZX Platform / EC
15. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
#TECH4CFO
Existing and Emerging Technology:
How Strategic CFOs Are Transforming Finance
Marketo:
“I’ve seen this movie before”
16. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
Asked what he wishes he had three years ago to make growth easier
today, Fernandez says he wishes he’d invested more in IT systems.
“We got behind on systems and we’ve been playing catch-up,” he says.
“I had the company so dialed towards growth and interacting with
customers, that we forgot a little bit about the back office.
“All of a sudden you wake up one day, you’re a $100 million company,
you’re public, and you’re pushing people to catch up.”
“We’ve been investing like crazy on systems infrastructure in the
business, which is amazing. Companies can grow faster than IT
departments can grow software.”
Smart Company (Nov 14, 2013)
interview with Marketo CEO Phil Fernandez
17. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
These look very familiar…
• Heavy reliance on Excel
• Lack of system integrations
• Lack of documented process and policy
• Lack of maturity of systems needed to address being able to scale
• Impact on systems and financial modeling
• M&A execution and integration support
• Training, retention and development of key players
Marketo challenges
18. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
Poised for growth / scaling the business
Financial
Planning
Commissions
CRM/Service Cloud
Sales Tax Engine
Professional
Services
Automation
Marketing Automation
Quoting Workflow
Core GL/RevRec/Billing/Consolidations
Customer
360 View
Accounting for Stock-Based Comp
US Payroll
M
MM
M
M
M
Foreign
Bookeeper
Records
M
Complex Billing?
Procurement
Fixed Assets
M=Manual Upload
19. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
• Be a champion for change and continuous improvement
• Identify gaps in both systems/skill sets and close them
• Build strong relationships throughout the organization and leverage
them
• Partnership and collaboration are critical
• Have a vision and be a leader and a cheerleader as needed
• Be relentless and push your vendors for functionality and partnership
• Network, network, network
No two system landscapes will look the same!
Transformation advice
20. #TECH4CFOExisting and Emerging Technology:
How Strategic CFOs Are Transforming Finance
presented by
#TECH4CFO
Existing and Emerging Technology:
How Strategic CFOs Are Transforming Finance
Q & A
Editor's Notes
A bit of background on you, your experience and opportunity at SuccessFactors
Prior to SuccessFactors the companies I worked for used primarily On-Premise systems
Joined SuccessFactors in 2007 and saw a major system landscape transformation underway and rode the wave of Cloud applications (aka “Drinking our Own Champagne”)
Significant growth and challenges at SuccessFactors and we persevered
Post SAP acquisition, CEO Challenge to implement all SAP Cloud applications FAST
Now at Marketo and ”I’ve seen this movie before!”
Note from your second slide. This feels like it could be advice at the end of your presentation (Moved to the end slide notes for—Advice)
Systems that work at one company may not work in every company;
Because each of us has different challenges when it comes to systems/process /policy and what your business needs are; and
Therefore, almost every system landscape will be different and unique to your company’s specific goals, requirements, timelines, appetite for spend, relationships and needs.
The CFO Evolution is a framework and initiatives provide a roadmap for the CFO to move their organization forward.
CFOs want to spend more time in the leadership role but are stuck in the accountant role.
Currently CFOs spend 55% of their time in the accountant role
They would like to spend only 30% of their time in that role
Currently CFOs spend 25% of their time in business leadership
They would like to be spending 50% of their time in that role.
CFOs must streamline accounting to be fast and accurate
They must optimize their protector role for no surprises
And with this enable forward thinking strategic business leadership
To achieve this, you must engage people, process, and technology
Controller, you knew challenges, saw the dead bodies, the silos and stepped and help to make transformation to enable a $1B organization.
How did you assess the gaps?
SuccessFactors 2007
We are just starting to get to 1 on Road to a World Class Finance Org!
Not IPO ready, but we made it by “brute force” and “sheer determination”
Long-term under investment in G&A function
Rebuilding financials from Quickbooks to NetSuite while being audited at the same time
Significant deficiencies and material weaknesses
Buried in transactions
Too many manual efforts due to heavy reliance on Excel (eg, Commissions, reporting) , lack of system integrations and documented process/policy
IT Challenges
Too many manual efforts due to heavy reliance on Excel (eg, Commissions, reporting) , lack of system integrations and documented process/policy
CIO organization view of systems was corporate support only—each department owned selected/implemented and supported it own systems which created Master Data (MDM) in various siloed systems
Early days of NetSuite and we are not using full suite
Talk about your individual role here. What you needed do. What it took to get it done. Stay linier to the story and avoid many details. Focus more on the how and less on the what. How you were feeling.
Early focus on system improvements while nailing Compliance/Control!
Follow-on offering (Q2’08) & Secondary offering (Q4’09)
Decreased days to close from 25 days @ IPO to 10 days
Added additional technical capacity with more CPA’s to the team and had lower turnover in Finance than Company average
Noise level on transactions is dramatically reduced
Less reliance on Excel (Xactly for Commissions, more reporting in NetSuite)
Quota tool using BMI and integration from SFDC to NetSuite (what is BMI? Will they know?)
…..But we need to SCALE to support a $1B business!!
Convince CEO/CFO and Board we need a group dedicated to this mission and we can do it with a team created within Finance
Strong relationships throughout organization and start leading cross functional system/process improvements (eg. Provisioning/MDM)
System implementations like Coupa for Procurement and system improvements with Concur (enhanced functionality, integration and reporting)
Building key dashboards in NetSuite for increased visibility to business
Working on integrations to eliminate manual efforts
And more acquisitions
As we were evaluating our systems to meet growth demands, SAP acquired SuccessFactors
Successfactors is now an SAP company…
Kicked off project with 3 week workshop to define scope and new landscape strategy
10 week implementation of all SAP OnDemand products
Cross functional team from both SuccessFactors and SAP employees working collaboratively
Re-engineered key business processes allowing for integrated application functionality
Clever use of interfaces (eCommerce interface) and partner solutions (Leeyo, Vertex)
Intense use of key user tools (e.g. field extensions, personalized dashboards, custom reports)
Kicked off project with 3 week workshop to define scope and new landscape strategy
10 week implementation of all SAP OnDemand products
Cross functional team from both SuccessFactors and SAP employees working collaboratively
Re-engineered key business processes allowing for integrated application functionality
Clever use of interfaces (eCommerce interface) and partner solutions (Leeyo, Vertex)
Intense use of key user tools (e.g. field extensions, personalized dashboards, custom reports)
Transformation through a new lenses –summary of applying skillsets to growing Marketo.
These are your current challenges
Too many manual efforts due to heavy reliance on Excel
Lack of system integrations (eg., Intacct to Host/Clarizen)
Lack of documented process and policy (eg., SOX, procurement, revenue concessions)
Lack of maturity of systems needed to address being able to scale in 2014 and beyond
Impact on systems and financial modeling from increased Upsell/Cross sell, future utility billing and any changes in bookings behavior
M&A execution and integration support
Development training, retention of key players including promotion and hiring the right staff for next phase of growth
…..But we need to SCALE to support a $1B business!!
Convince CEO/CFO and Board we need a group dedicated to this mission and we can do it with a team created within Finance
Strong relationships throughout organization and start leading cross functional system/process improvements (eg. Provisioning/MDM)
System implementations like Coupa for Procurement and system improvements with Concur (enhanced functionality, integration and reporting)
Building key dashboards in NetSuite for increased visibility to business
Working on integrations to eliminate manual efforts
And more acquisitions
As we were evaluating our systems to meet growth demands, SAP acquired SuccessFactors
This is my world at Marketo. Like SuccessFactors, Marketo is poised for growth
What top 3-4 advice points you’d like to make? Key takeaways.
Systems that work at one company may not work in every company;
Because each of us has different challenges when it comes to systems/process /policy and what your business needs are; and
Therefore, almost every system landscape will be different and unique to your company’s specific goals, requirements, timelines, appetite for spend, relationships and needs.
