875: Connecting People and Processes | Eliran Glazer, CFO, Monday.com

Glazer tells us the that CFO’s pitch was expressed this way: “Look, I’m pretty certain that you know accounting well, but I can help you to develop a business view.”

When a formal job offer arrived from the publicly traded BackWeb Technologies, Glazer didn’t hesitate to accept—and it wasn’t long before he saw evidence of what the CFO had promised.

Comments Glazer: “He began taking me to meetings with internal and external stakeholders by simply saying, ‘Come along and join me.’”    

In short order, Glazer received an invitation from the CFO to visit the company’s U.S. offices, where he was asked to sit it on a variety of finance and operational meetings.  

Still, Glazer was no doubt alarmed when 12 months into his controllership role he received word that his CFO mentor was planning to move on, having accepted a CFO position at a telecom company known as Schema.

“He took me with him,” explains Glazer, who upon his arrival at Schema received a promotion to finance director.

Had the CFO’s involvement with Glazer’s career ended with this promotion, he still would have well merited the moniker of “generous mentor.” However, Schema’s CFO went one better.

Three years after appointing Glazer finance director, the CFO exited the company and afforded Glazer the opportunity to step into an interim CFO position.

“They threw me deep into the water,” remarks Glazer, who notes that among the responsibilities that his new interim role brought to him was regular communications with Schema board members.

Nearly 20 years later, several additional CFO chapters in both the U.S. and Israel now separate seasoned CFO Glazer from his days of benefiting from mentorship at BackWeb and Schema.

Still younger than his former mentor was when he took Glazer under his wing, Glazer is now increasingly thoughtful about the mentor mind-set, which he says comes only from experience and gray hairs.  

Bringing his mentor back into view one last time, Glazer tells us: “He was in his late 50s and really at that phase of life and career where he just didn’t feel threatened by anyone.” –Jack Sweeney

“You have to focus on being a trusted partner to your stakeholders, inclusive of the executive team, investors, the board, and beyond—meaning that you always strive to provide added value based on more traditional accounting alongside business strategy.” –Eliran Glazer, CFO, Monday.com

Of course, we have competitors across our various business verticals. Because we operate as a platform, we have many use cases that we can serve. There are different players out there in our industry—in our space—that can compete with us in different verticals, but everything is still a greenfield opportunity for us. If you take the case of COVID, for example, whether you work remotely or are coming in to the office to work, our collaboration software allows you to work not only with people on your team and in your division but also with other groups within the organization. This, of course, is something that is really useful these days because COVID has brought about the digitization and technology transformation of a lot of organizations. They bought a lot of software, and now they need to implement it. Monday allows them to consolidate a lot of their software to enable collaboration between internal employees as well as integration with other organizations. This is the mission of Monday.

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