In this in-depth conversation with Madhu Jagannathan, a seasoned 3x CFO, finance professionals gain firsthand insights into the evolving role of finance in business strategy. From transitioning into leadership to partnering with sales and implementing scalable systems, Madhu shares real-world experiences that highlight how finance can be both a growth driver and a control function.
What you will learn ?
- Developing a CFO Mindset: How to build strategic thinking and leadership early in your career.
- Evolving Finance Roles: Moving from operational tasks to driving strategic impact.
- Leading with Influence: Using collaboration to lead without relying on authority.
- Scaling Finance Functions: Growing from basic bookkeeping to strategic finance.
- Finance as a Sales Partner: Supporting growth while maintaining control and compliance.
- Tools, Metrics & Systems: Choosing the right systems and focusing on meaningful metrics.
Why should you attend?
- Learn from a 3x CFO: Gain firsthand insights from Madhu Jagannathan’s real-world experience leading finance teams through growth, transformation, and strategic change.
- Elevate your finance role: Discover how to shift from operational execution to strategic influence and become a true partner in business growth.
- Build leadership without authority: Understand how to lead cross-functional initiatives, collaborate with sales, and drive decisions through influence.
- Scale finance with purpose: Learn how to implement scalable systems, select the right metrics, and build a future-ready finance function.
Who should attend?
This session is tailored for aspiring CFOs, finance managers, controllers, FP&A professionals, and finance transformation leaders looking to elevate their impact and contribute strategically to business growth.
Speaker:
Madhu Jagannathan - A three-time CFO with over 20 years of experience leading finance teams and driving business strategy. Madhu has held leadership roles at Lob, INRIX, ChefSteps, Qumulo, and Dropbox, with deep expertise in planning, P&L, compliance, and operations. A Chartered Accountant and commerce graduate from Bangalore University, Madhu is known for building strong teams and aligning finance with business growth.
Webinar Summary
Q. Can you introduce yourself and share your career journey in finance?
I've been a finance professional my entire life, starting my career in 1996 with Ernst & Young in Bangalore, India. Over almost 30 years, I've grown through accounting, FP&A, and eventually became a CFO. I've been a three-time CFO and am excited to share my journey today.
Q. How can someone today transition into a CFO role, like you did several years ago?
The most important advice is not to focus too much on titles. Think and act like a CFO every day by delivering value to the business. Focus on identifying and addressing the pressing needs of the business, and the title will come automatically.
Q. What mindset shift is needed to transition from finance operations to strategic finance?
To shift to a strategic mindset, you need to take a keen interest in the business as a whole. Understand why the company exists, who its customers are, and what the business's value proposition is. Observing competition and listening to industry podcasts can help expand your strategic perspective.
Q. What resources or tools helped you make the switch from operations to strategy in finance?
I was lucky to be in the right place at the right time. When I was at Vio Technologies, I approached my CFO and asked for a strategic finance role despite having only a couple of years of experience. My supportive senior management took a risk on me. Having mentors and a genuine interest in the business were critical to my growth.
Q. What mistakes did you make early in your career that others can learn from?
I made a significant mistake early on when I was responsible for billing and invoicing at Vio Technologies. We had a centralized billing function using Excel macros, which led to frequent errors. When I proposed centralizing the invoice coordinators to solve the issue, my CFO advised me that sometimes influencing people is more effective than expecting authority. That lesson shaped my approach to leadership.
Q. How did you address the invoicing and AR challenges at Vio Technologies?
Instead of centralizing the team, I took an influential approach. I worked closely with decentralized invoice coordinators to improve the accuracy of time sheets and reduce errors. I learned that leadership isn't always about authority but about collaboration and finding solutions together.
Q. How should someone in finance manage cross-team collaboration, especially when influencing decision-making without direct authority?
Managing cross-team collaboration requires understanding the different priorities of each department. You can align those priorities by demonstrating how their objectives contribute to overall business goals. Use data and real-world examples to make your case and influence decision-making.
Q. When do companies need to hire a CFO, and what should they look for in this role?
Companies typically need a CFO when they are thinking about an exit strategy, whether it's a sale, IPO, or strategic merger. A CFO can help navigate the complexities of valuation, fundraising, and investor relations. Before this stage, a Director of Finance may be enough to handle the business's financial needs.
Q. How does the role of finance evolve as a company grows in revenue and headcount?
In the early stages, you may only need accountants and bookkeepers. As the company grows, roles like controllers and FP&A teams become crucial. Eventually, as the company scales, you’ll need more specialized roles for revenue modeling, cost management, and strategic finance.
Q. What factors should a company consider when selecting a billing system?
The controller plays a key role in selecting the right billing system, as they need to understand both the operational and technical requirements. The system must integrate well with the company’s ERP and handle various business models, including SaaS and usage-based pricing. It’s important to choose a flexible system that evolves with the business.
Q. How did implementing a CPQ system improve billing and revenue operations?
Before implementing CPQ, our billing process was inefficient, relying on emails and spreadsheets. After adopting CPQ, we could automate pricing and approvals, improving turnaround times and minimizing errors. This system helped sales teams quote quickly, and ensured contracts were properly tracked and reviewed.
Q. Who should be involved in selecting a CPQ system, and how should they collaborate?
The finance and sales teams, alongside the revenue operations group, should be involved in selecting a CPQ system. It’s important to ensure that the system integrates seamlessly with the company’s CRM and ERP systems. Collaboration ensures the system meets the needs of all stakeholders and drives adoption.
Q. What metrics should finance teams track to evaluate the efficiency of revenue operations?
Key metrics include how quickly you can produce quotes and how responsive your sales teams are to customer needs. CPQ systems provide time stamps for quote generation, allowing you to track turnaround times and ensure proposals are delivered quickly. These metrics help identify inefficiencies and areas for improvement.
Q. How can finance teams work with sales to balance flexibility with control over billing?
Balancing flexibility with control requires clear guidelines on pricing and billing models. It’s important to avoid overcomplicating options, as too much flexibility can lead to confusion. Finance and sales teams must align on simple, transparent options that avoid analysis paralysis while maintaining financial controls.
Q. What advice do you have for CFOs who are also enabling sales strategy?
Listen to customer calls, engage with sales teams, and understand their challenges. This builds empathy and ensures you make financial decisions that align with customer needs. Gaining a deep understanding of the sales process can improve collaboration between finance and sales teams.
Q. How can CFOs influence sales success while maintaining financial control?
By being empathetic to the sales process and understanding the pressure on sales teams, CFOs can provide strategic guidance while ensuring financial control. In situations where custom contracts are needed, CFOs can help guide sales through creative solutions that balance flexibility with profitability.
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